Kay Linder

create a path where they can fail forward sometimes, where they're not afraid to try new things in order to advance what will really make them great and what will bring them, you know, the largest satisfaction in their work. And of course, asking questions. So being a coach is not teaching. It's not necessarily mentoring.

It's helping the person learn more about themselves and their own desires and their own skills and their own talents and talents yet to be discovered, uncovered or learned that will set them on the course.

It's helping the person learn more about themselves and their own desires and their own skills and their own talents and talents yet to be discovered, uncovered or learned that will set them on the course.

First of all, I do my best to uncover people that either have realized talent or potential talent. And those are the people on the candidate side that I'm building deep relationships with. And I'm giving of myself in a way that will make sense and pay major rewards in the long term.

First of all, I do my best to uncover people that either have realized talent or potential talent. And those are the people on the candidate side that I'm building deep relationships with. And I'm giving of myself in a way that will make sense and pay major rewards in the long term.

And that can be either as they themselves becoming a candidate, if and when the timing is right, or for them personally, uncovering and sharing their professional network of the A players that they know who won't normally take a call from a recruiter, but will if this person opens the door and makes that introduction.

And that can be either as they themselves becoming a candidate, if and when the timing is right, or for them personally, uncovering and sharing their professional network of the A players that they know who won't normally take a call from a recruiter, but will if this person opens the door and makes that introduction.

And then interestingly, sometimes if you perceive somebody as a candidate, they instead become a client. And because of the approach that you used with them, the thoughtfulness and the leaning in and being helpful, they remember that. And when they have a chance to hire someone, then I'm the person that they contact.

And then interestingly, sometimes if you perceive somebody as a candidate, they instead become a client. And because of the approach that you used with them, the thoughtfulness and the leaning in and being helpful, they remember that. And when they have a chance to hire someone, then I'm the person that they contact.

And so even though it is truly empathetic and learning, I'm taking copious notes at the same time. I'm uncovering, discovering, and remembering what makes that person tick. And so the next time we have a conversation about, We can take that conversation further and further.

And so even though it is truly empathetic and learning, I'm taking copious notes at the same time. I'm uncovering, discovering, and remembering what makes that person tick. And so the next time we have a conversation about, We can take that conversation further and further.

And because of that, because I surround myself with a feeling of plenitude and generosity, again, with the A players, then those things circle around and provide me with, you know, great searches, great candidates, great inside tracks of what's happening at organizations before sometimes even the leadership may know what's happening. And I think that that's key to the success.

And because of that, because I surround myself with a feeling of plenitude and generosity, again, with the A players, then those things circle around and provide me with, you know, great searches, great candidates, great inside tracks of what's happening at organizations before sometimes even the leadership may know what's happening. And I think that that's key to the success.

It's, you know, kind of, it sounds corny, but it's if you build it, they will come. If you build that sincere student of the business, but generous listener and provider of information and thoughtful, caring and sharing. then people remember that and they want to work with you.

It's, you know, kind of, it sounds corny, but it's if you build it, they will come. If you build that sincere student of the business, but generous listener and provider of information and thoughtful, caring and sharing. then people remember that and they want to work with you.

Absolutely. I have a high benchmark of who I introduce to my clients. I not only am looking at providing quality candidates that have the skill sets, but I really want to understand what motivates them in general, what excites them truly about making a change.

Absolutely. I have a high benchmark of who I introduce to my clients. I not only am looking at providing quality candidates that have the skill sets, but I really want to understand what motivates them in general, what excites them truly about making a change.

And being able to share that carefully with a lot of consideration with my client organization, because it's one thing to find somebody that has all the skills and experience on paper, but it takes a different approach.

And being able to share that carefully with a lot of consideration with my client organization, because it's one thing to find somebody that has all the skills and experience on paper, but it takes a different approach.

to get that gut check of are they going to be a great fit for the organization, not only in the early stages, but are they going to evolve and stay so they have successful tenures and potential promotions? Again, as I mentioned, sometimes I'm placing people at the senior executive level, but a lot of times I'm placing those mid-level people.