Hoxton Circle’s Post

Very proud of this one. Urgent hire, Tier 1 firm, high barrier to entry, Senior Leadership, complex comp structure, competing offers - it had it all! This placement was the third leadership search I've placed this year where I needed to push back on the hiring executive on their initial feedback. This is why truly understanding the business, the sector, the market and the players is so important for senior level hires. If you don't understand the market intimately, you can't properly understand the problem the firm is trying to solve with the hire. If you can't understand that you can't find a non-obvious solution. I often say to clients: "If you're just going to tell me just to reach out to your competitors, you're wasting your money. You probably know the people better than I do, and there's no real value addition to me doing that." I'm the person you sign-on and work with when you're not being obvious. This is the true advisory work I love to do and it's what gets me up every day. Finding great people, great jobs, for great firms.

As someone who hires people for a living at times, I saw this and was interested in my networks perspective from a business mindset… “You’re hiring for an extremely important leadership position in your company. A leading applicant walks in and is extremely rude, disrespectful, and dismissive. This applicant exhibits narcissistic traits. They believe any successes are theirs alone and any failures are the fault of others. They take credit for work they didn’t do. They do not show any sort of impulse control. Their strategic plan sounds like it is putting the company first, but in reality, it’s not economically feasible, according to your top finance people. You catch them in lies. You discover they have a history of being abusive towards others. They have a reputation for treating former employees unfairly, sometimes not paying them at all. Many of their past projects are outright failures. They don’t just want the position, they wants to run the entire company themself without any oversight. They are clearly not a team player. Their former colleagues do not recommend them. Do you hire this invididual?” #hiring #leadership #choice #staffing #candidates

How To Master The Art of Recruiting A-Players The difference between good and great law firms often comes down to the people. A-Players elevate your team, drive results, and foster a winning culture. But finding and keeping them? That’s an art form. So how do you master it? 1️⃣ Be the A-Player yourself. A-Players want to work with leaders they respect. If you're not continually growing, learning, and challenging yourself, you'll have a hard time attracting top talent. 2️⃣ Have a clear vision. A-Players don’t want to just fill a seat—they want to be part of a mission. Ensure you articulate the bigger purpose of your firm and how they’ll contribute to it. 3️⃣ Build a culture of excellence. High performers thrive in environments that push them to be better. Invest in training, mentorship, and a supportive work culture to make sure your A-Players are growing alongside your firm. It’s not about luck. It’s about intentional action. Ready to attract top talent and level up your team? 💬 Comment below on how you've recruited your best team members or DM me if you're ready to elevate your hiring process. Psst...want to know how I help law firm owners become masters of recruitment? See my graphic below. #LawFirmGrowth #Leadership #HiringATeam #LawFirmManagement

"When choosing people to work and associate with, do not be mesmerized by their reputation or taken in by the surface image they try to project. Instead, train yourself to look deep within them and see their character." -Robert Greene This is one of a countless number of quotes that resonate from Robert Greene's, "The Laws of Human Nature". Have you ever hired someone based on their "performance" during the interview phase who turned out to be a bad hire? Have you ever worked for a boss who was a specialist in "playing the part"? What are some strategies you've used to ensure you are hiring for character and/or accepting jobs where you trust the character of the organizations leadership? #character #hiring #prehire

“Your compensation was too expensive” but then the hiring manager doesn’t want to negotiate or even tries to make an offer? If you’re any good at hiring you always make an offer to the candidate you really want. Even if it’s less than they asked for. Motivations vary wildly don’t assume other people’s situation or intent. Incentives can be stacked in multiple different ways. Doing business is about applied skills and transactions. Good negotiation is a skill. Don’t let your ego or assumptions get in the way. #hiring #leadership

"Thanks so much for everything. For changing my life." That's a quote from a Chief Operating Officer (COO), who we recently helped land a new role with our client. Changing lives is simply the best part of the recruitment process. There's nothing that beats ALIGNMENT with both a company and candidates. Everyone has to win for it to be a long-term fit. There is no need for compromises when it's the right fit, and the right fit is all about alignment between what the business requires and the ideal candidate. This year, companies have more often than not been looking for problem solvers. Typically, a Chief Operating Officer, Chief of Staff, VP C-Suite. Lots of confidential searches for CEOs looking to plan ahead for a transition out of their business or to another area of their business. Jobs are simply business problems companies need to solve. And if you're a strong problem solver (get s%&t done), you'll stand out and land the roles you want. #hiring

We work with so many professionals who have been with their team for 5+ years, 10+ years, or more. Who still have real issues with where they are, lack of growth potential, being overlooked for promotions, company culture struggles, compensation questions, managerial issues, lack of inspiration, etc. When we work with these professionals, there are always 2 things I want to make very clear: 1) Confidentiality is incredibly important to us. This is simply between you, myself, and the decision maker with the opportunity that we are discussing. 2) It is just a conversation. Of course you are in a decent place and could stay put if you need to. But so often that person has only ever seen it that one way, and they may not know some of the other incredible opportunities that exist for them. And so often this conversation clears their vision one way or the other. Either letting them know that where they currently are is the perfect situation for them, or that there is another opportunity out there that will resolve all of their current issues. Does this sound familiar? Does this hit home with your situation? If so, feel free to message me directly, and let’s have a confidential conversation and talk things through. Follow: Tiello Follow: Jason Schwab #construction #constructionrecruitment #recruiting

Danny Meyer recently shared 2 important questions he asks job candidates: ✅ What is the biggest misperception other people have about you? ✅ Tell me about something that happened in your life, before the age of 12, that you think has had more of an impact on you today than anything else. These two questions help him to assess a candidate's self-awareness, honesty, vulnerability and growth mindset. During the keynote with Professor Adam Grant at Wharton School, the founder of Shake Shack and Union Square Hospitality Group remarked: "If you hire great people, give them the tools they need, but then get out of the way and let them succeed". VIDEO: https://lnkd.in/dBT43dyy #hiring #talentacquisition #interviewquestions

A friend resigned from his position yesterday and was immediately escorted out of the building and barred from re-entry to the building (i.e. put on administrative leave.) After eight consecutive years of 60+ hour weeks The production of multiple thousands of hours of state and federal deliverables Rave annual reviews, including receiving performance bonuses' and accolades. What I don't understand is -In a place where there are no trade secrets, collateral information, or tangible retail items -In a place where there is ZERO risk of retaining someone after they resign -In a department that is already undermanned, and onboarding multiple new hires -and lastly, when the move is "not disciplinary." Why would you walk someone after they give you a seven-week notice? I'm inclined to think the reason is arrogance. I believe it shows a lack of authentic leadership and any real effectiveness But what do you think? Have you previously walked a top performer? If so, what was your line of reasoning for the move?

𝗡𝗲𝘄 𝗚𝗲𝗻𝗲𝗿𝗮𝗹 𝗖𝗼𝘂𝗻𝘀𝗲𝗹? 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗧𝗵𝗲𝘀𝗲 𝗞𝗲𝘆 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗳𝗼𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 As a newly hired or promoted GC, building strong relationships with key stakeholders beyond the CEO and Board is crucial. But where should you start? I recommend meeting with senior managers in charge of business units and their teams early in your tenure. Consider attending regular business development meetings to: ✔️ Understand their activities, processes, and impact on revenue and profit ✔️ Learn about upcoming initiatives and their needs ✔️ Identify how the legal function can support their objectives ✔️ Gather feedback on the legal department's performance and areas for improvement ✔️ Gain insights into their suggestions, concerns, and expectations of you as the new GC By prioritizing these relationships, you can build a legal function that effectively supports the organization's business goals. You'll also gain valuable perspectives to shape your strategy as a legal leader. 💬 What other relationships have you found essential as a new GC? I'd love to hear your thoughts. --- 👥 As a legal executive recruiter specializing in placing GCs and in-house legal teams, I'm passionate about helping GCs succeed. If your organization needs support in recruiting top legal talent, let's connect to discuss how my team and I can assist you. #GeneralCounsel #Leadership #LegalStrategy #InHouseCounsel #LegalRecruitment