At 22, Andrew Bell joined The Bell Group, the firm his grandfather founded in 1933, and promptly launched what would become a career-encompassing habit: transforming businesses – as industry landscapes were changing. Today the diversified Newfoundland based firm has operations across Atlantic Canada, including St.John’s Coast 101.1 FM Radio, the 14-location furniture retailer Cohen’s Limited, Atlantic Wine and Spirits Limited, as well as the industrial service and supply firm K&D Pratt, acquired in 2003 (the year Bell became CEO).
The role of the search committee in an executive search is critically important. This committee has the responsibility, and often the authority, to make a decision that will shape the institution’s direction and future. Yet many search committees don’t spend the time or get the support they need to ensure that they are fully prepared for the significant responsibility assigned to them.
Based on my experience in working with more than a hundred search committees, here are four tips to help you step-up to your role as a member of the search committee.
So, what do you say after you say “hello”? The 30 second summary, often referred to as “the elevator speech” is a simple concept; it’s how you present yourself to others in 30 seconds, whether it is a person with whom you are networking, or perhaps an old friend who you actually do meet in the elevator!
Sometimes your résumé is your first impression. You may have perfected your interview skills, be passionate about the job and have some great experience to offer a company but, if you can’t successfully articulate that in your résumé and cover letter, you may knock yourself out of the race before it even gets going. When it comes to applying for a job your résumé can really help you…or it can really hurt you.
Here are some tips to consider:
It was 2007 and Captain Sid Hynes was staring down the barrel at early retirement when, as they so often do, the seas changed. A mariner since the age of 15, Hynes had spent the last two decades at the forefront of Canada’s marine industry, including roles as president of Canship Ltd., and chairman of Marine Atlantic Inc. Then intermodal shipping firm Oceanex headhunted him for a job as CEO. Leading a public company wasn’t for him, but the opportunity beckoned.
In recent months, we’ve seen several Atlantic Canadian companies announce layoffs. Though they happen with some frequency, these particular layoffs raised eyebrows. It wasn’t just the timing, coming in the wake of reports we have finally emerged from a prolonged recession. It’s more the unprecedented nature of the layoffs that drew attention.
Atlantic Canadians love talking about government. Certainly, the past year provided lots of fodder for debate. From the continued courage of Newfoundland and Labrador’s Premier,to the challenges of Nova Scotia’s first NDP government,to New Brunswick’s dramatic shift in direction on utility ownership and fiscal management, there has been much to discuss.
What does it take to lead a company recognized as one of Canada’s 50 Best Managed Companies for seven consecutive years? Jean-Paul Deveau took over the reins of Acadian Seaplants from his father in 2002, building the company into a multimillion-dollar performer exporting to 70 markets worldwide. Not one to rest on his laurels, he is constantly focused on what’s next.
I was thinking the other day just how many interviews have I conducted? I've been doing this for 11 years and I probably on average interview four people a day, so based on 250 working days/year that's roughly 11,000 interviews! Other than feeling rather old all of a sudden, I feel somewhat equipped to comment on what makes a good interview since I've seen many good (and many not so good) over the years. Here are a few suggestions…