​Executive search is a high-stakes process. For clients, it’s about securing leaders who can shape the firm’s future. For candidates, it’s about aligning their career trajectory with the right opportunity. When the process runs smoothly, it creates long-term wins for all parties. When it falters, it can damage reputations, waste time, and leave both sides frustrated.

This guide sets out the executive search process from both perspectives, highlights warning signs that things may be going wrong, and examines the factors that drive a higher chance of success.

The Process from the Client’s Perspective

For organisations — particularly law firms seeking partners or senior executives — the process usually unfolds in six stages:

1. Briefing and Discovery – Consultants dig deep into your firm’s strategy, culture, and long-term goals, clarifying not just the technical requirements but also leadership style and cultural fit.

2. Market Mapping and Research – The search reaches beyond active job seekers, identifying and discreetly approaching passive candidates.

3. Engagement and Approach – A compelling narrative is shared with selected candidates to generate interest and trust.

4. Assessment and Shortlisting – Structured interviews, references, and sometimes psychometric tools help narrow the field to a carefully curated shortlist.

5. Client Interviews – Candidates meet stakeholders, with consultants ensuring consistent messaging about the role and firm.

6. Offer and Negotiation – Final terms are discussed, counteroffers managed, and onboarding expectations set.

The Process from the Candidate’s Perspective

For candidates — often senior lawyers or executives — the journey looks slightly different:

1. Initial Approach – A confidential discussion with the consultant about the opportunity and whether it aligns with your strategic goals.

2. Exploration and Assessment – Honest conversations about role expectations, future career trajectory, and cultural fit.

3. Client Engagement – A structured interview process where you can test alignment and showcase your leadership capabilities.

4. Decision-Making and Negotiation – Weighing risks, career advancement, and cultural alignment, while finalising terms with the consultant’s guidance.

Warning Signs the Process Is Going Badly

For Clients

• The brief keeps changing, creating confusion.

• Internal decision-making stalls, losing momentum with candidates.

• Stakeholders contradict each other in interviews, eroding candidate confidence.

For Candidates

• Feedback is inconsistent, delayed, or overly vague.

• Communication from the consultant or client dries up.

• The firm appears divided on the type of leader it actually needs.

Signs the Search Is Set Up for Success

Whether you are a client or candidate, certain signals suggest the process is on track:

• Clarity from the Outset – A well-defined brief for clients, or a clear understanding of the opportunity for candidates.

• Consistent Engagement – Timely responses from clients, genuine interest from candidates.

• Aligned Messaging – All stakeholders tell the same story about the role, the firm, and the future.

• Momentum and Structure – The process moves at pace, keeping top talent engaged.

• Transparency – Open discussion around expectations, compensation, and transition avoids last-minute surprises.

Final Thoughts

Executive search works best when it is a genuine partnership. For clients, success lies in clarity, speed, and alignment across stakeholders. For candidates, it comes down to transparency, cultural fit, and a clear career trajectory.

The warning signs of a failing process are easy to spot: inconsistent messaging, lack of momentum, and disengagement on either side. Conversely, when handled well, executive search not only fills a vacancy — it builds trust, strengthens reputations, and sets both candidate and client up for long-term success.