Define the search owner and the board's role
An executive search needs one administrative owner and one decision body. The owner runs the process, the schedule, and the candidate communication. The board or its committee makes the appointment decision. Write those roles down before the search begins so the final weeks do not become a negotiation about who controls the file. A written role map is the reference when the process becomes tense.
If the board delegates the search to a committee, record the committee's authority and the matters reserved for the full board. A committee may screen candidates but may not make an offer. The search owner should know which decisions require a full-board vote and which can be handled in committee. The charter should name the committee chair and the person who can speak for the board.
Share the role map with the candidates at the appropriate stage. They should know who is managing the process and who will make the final decision. A candidate who receives conflicting messages from a board member and the search owner may withdraw. Clear roles protect the candidate experience. A short role note at the interview stage prevents surprises later in the process.
Collect the closure evidence before the final meeting
Before the final board meeting, assemble the evidence the board needs to close the search: the candidate slate, the interview record, the reference summary, the compensation recommendation, and the proposed start date. Each document should have an owner and a date. Do not rely on a verbal update in the meeting. Use a checklist with an owner for each document. That makes a missing item visible before the board reads the packet.
Check that the evidence matches the search the board approved. If the role changed during the process, record the change and the approval. If a candidate withdrew, note the date and the reason the board was told. The closure packet should explain the path to the final candidate. The change record should say who approved the revised role and when.
Send the packet with enough time for the board to read it. A packet delivered the night before a vote is not a real review. If a document is missing, say so before the meeting rather than presenting an incomplete file. The board should decide with the evidence in front of it. A late packet should be treated as an exception, not a normal working style.
Separate the recommendation from the board's vote
The search owner or committee may recommend a candidate. That recommendation is not the board's decision. Present the recommendation, the reasons, and the risks, then let the board deliberate. Record the vote or consensus separately from the recommendation. The distinction matters for the minutes and for the candidate, so the minutes should show the recommendation and the vote as separate items.
If the board asks for more information, record the request and the owner who will provide it. Do not treat a request for information as a rejection. Set a date for the follow-up and tell the candidate what to expect. A clear process reduces speculation. The follow-up date should be recorded in the board calendar, not only in the search file.
If the board does not approve the recommended candidate, record the reason at the level the board is willing to document. Avoid summarizing the deliberation as a simple no. The search owner needs enough context to decide whether to reopen the slate or change the role. The record should name the next decision, whether that is a new slate or a revised role. That keeps the search from drifting without a formal choice.
Communicate the outcome to candidates
Tell every interviewed candidate the outcome within the agreed timeline. The finalist should receive the decision and the next steps in writing. The other candidates should receive a respectful note that does not disclose confidential board deliberations. A prompt close protects the employer brand. The message should give the candidate a date for the next update, even if the answer is no.
Do not let a board member deliver an informal yes or no before the process is complete. Candidates remember a mixed message longer than a delay. Route all communication through the search owner or the approved spokesperson. Keep the board's decision and the candidate message consistent. The search owner should be the only person who confirms the board's decision to the candidate.
If the chosen candidate declines, record the reason and the date. The board may need to reconvene or authorize the committee to continue. Do not reopen the search informally without recording the decision. A documented next step prevents the process from drifting. The board should receive a short note with the reason and the recommended next step without delay or speculation.
Archive the search record
Close the search file with the approved candidate, the board decision, the offer, the start date, and the communication record. Store it in the approved system with the retention period. Remove access for search participants who no longer need it. A clean archive supports the next search and any later review. The archive should be accessible to the next search owner but not to the whole company.
Separate the board's confidential deliberation from the candidate's personnel file. The search record may include the recommendation, but it should not become a general file of board comments. Use the approved retention and access rules. The search owner should not keep a personal copy. Keep the candidate file separate from the board's governance file for the same reason and review access.
Review the search for one improvement: a clearer role map, an earlier board packet, a better candidate update, or a faster close. Share the lesson with the board secretary and the next search owner. The goal is a process that closes with evidence and leaves the board ready for the next appointment. Write the lesson into the search checklist so it survives the next transition. That is how a closed search improves the next one.
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Frequently asked questions
Should one assistant support the whole executive team?
Sometimes. It works when priorities are clear and executives share one operating rhythm.
What should happen before a consult?
List the meetings, inbox rules, recurring reports, and decisions that need support.
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