I have been in the profession of picking winning teams for over 32 years now, and, in the process, have had the opportunity to closely observe, evaluate, and influence potential leaders at levels and disciplines and across industries. I usually start a search with research on the company, its competitors, the management culture, the industry, and the key drivers of a particular business. This is followed by a critical evaluation of a company's strategic situation, which helps me define what to look for in terms of qualification, experience, and skills.

	Going By The Book
	Culture Shock

The research, the mapping of candidates, and behavioural and competency-based interviews are the main tools of the science of executive search. However, I will attribute a large part of my track record to what can best be described as the art of executive search. When I look for a particular candidate, I rely extensively on my creativity and judgement. I try to see if the person will blend into the organisation and evaluate him to see if he will be able to lead the company successfully. Last, but not the least, I rely extensively on intuition.

Almost 20 years ago, I was seeking a managing director for a reputed, but run-down paint company. I had the opportunity of evaluating several well-qualified professionals from a host of companies. My intuition led me to recommend a deputy general manager from a fan factory. I prevailed upon the paint company's chairman to hire this young man. The young man turned around the company in the very first month of his successful stint.

Without science, the process of choosing leaders will lack substance. But without art, it would be mundane. My recommendation to managements is that they should be very clear about what they seek and follow their instincts while choosing leaders.