Personal and professional development

7 Chapters Interactive Playbook

The Executive Search Playbook

A 7-chapter workbook of practical activities, reflection and small next steps. Work at your own pace, revisit observations and choose what to share with your coach.

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Playbook Structure & Focus

An interactive digital playbook structured into digestible sequential chapters with multimedia modules and reflection prompts.

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Full workbook

Read every chapter and explore the exercises below. This is a read-only template preview. Use this workbook in your account to personalize it and collect your clients' responses.

Chapter 1 of 7

Chapter 1: Define a realistic target

Define a realistic search target.

Objective

Define a realistic search target.

Use recent examples and brief notes. All activities are optional; you can skip a question or return later. Choose what you share. These activities support coaching reflection, not diagnosis or treatment.

Define a realistic search target

Place brief notes in each labeled area. Separate observations from assumptions and leave unknown areas open.

Define a realistic search target

Strengths with evidence

Internal · Helpful (Assets & Advantages)

Gaps to address

Internal · Development areas (Gaps & Support Needs)

Opportunities to investigate

External · Helpful (Market & Trend Openings)

Constraints and risks

External · Harmful (Obstacles & External Risks)

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

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Choose your next step

Choose two role types to research before narrowing your search.

1. The action I choose

Choose two role types to research before narrowing your search.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Choose two role types to research before narrowing your search. Bring what you notice into the next chapter.

Back to chapter contents

Chapter 2 of 7

Chapter 2: Build an evidence bank

Build an evidence bank.

Objective

Build an evidence bank.

Build an evidence bank

Complete one row at a time using a real example. Mark unknown information as unknown rather than guessing.

Row label	Responsibility	Action I took	Result and evidence	Limits of my contribution
Leading change	Responsibility —	Action I took —	Result and evidence —	Limits of my contribution —
Delivering results	Responsibility —	Action I took —	Result and evidence —	Limits of my contribution —
Developing people	Responsibility —	Action I took —	Result and evidence —	Limits of my contribution —

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

{}

Choose your next step

Verify one result against a source you can discuss appropriately.

1. The action I choose

Verify one result against a source you can discuss appropriately.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Verify one result against a source you can discuss appropriately. Bring what you notice into the next chapter.

Back to chapter contents

Chapter 3 of 7

Chapter 3: Run a manageable search

Track manageable outreach.

Objective

Track manageable outreach.

Track manageable outreach

Complete one row at a time using a real example. Mark unknown information as unknown rather than guessing.

Row label	Contact or role	Reason for outreach	Message focus	Next contact date	Response
Existing connection	Contact or role —	Reason for outreach —	Message focus —	Next contact date —	Response —
New introduction	Contact or role —	Reason for outreach —	Message focus —	Next contact date —	Response —
Recruiter	Contact or role —	Reason for outreach —	Message focus —	Next contact date —	Response —

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

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Choose your next step

Send or prepare one specific request that respects the recipient's time.

1. The action I choose

Send or prepare one specific request that respects the recipient's time.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Send or prepare one specific request that respects the recipient's time. Bring what you notice into the next chapter.

Back to chapter contents

Chapter 4 of 7

Chapter 4: Master executive interviewing and case defense

Prepare an interview case.

Objective

Prepare an interview case.

Prepare an interview case

Follow the steps in order. Use a specific situation and keep each step small enough to try.

1. Situation and stakes

Use a brief example from your situation.

2. Decision and reasoning

Use a brief example from your situation.

3. Action and trade-off

Use a brief example from your situation.

4. Evidence of outcome

Use a brief example from your situation.

5. What I would change

Use a brief example from your situation.

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

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Choose your next step

Practise a two-minute answer and ask for feedback on clarity.

1. The action I choose

Practise a two-minute answer and ask for feedback on clarity.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Practise a two-minute answer and ask for feedback on clarity. Bring what you notice into the next chapter.

Back to chapter contents

Chapter 5 of 7

Chapter 5: Negotiate total executive compensation

Compare total compensation.

Objective

Compare total compensation.

Compare total compensation

Complete one row at a time using a real example. Mark unknown information as unknown rather than guessing.

Row label	Offer component	Current or baseline	Proposed offer	Uncertainty	Question to ask
Base and variable pay	Offer component —	Current or baseline —	Proposed offer —	Uncertainty —	Question to ask —
Equity and vesting	Offer component —	Current or baseline —	Proposed offer —	Uncertainty —	Question to ask —
Benefits and flexibility	Offer component —	Current or baseline —	Proposed offer —	Uncertainty —	Question to ask —

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

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Choose your next step

Clarify the term that most affects your decision before negotiating.

1. The action I choose

Clarify the term that most affects your decision before negotiating.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Clarify the term that most affects your decision before negotiating. Bring what you notice into the next chapter.

Back to chapter contents

Chapter 6 of 7

Chapter 6: Architect the first 90 days

Plan the first ninety days.

Objective

Plan the first ninety days.

Plan the first ninety days

Add a concrete milestone and evidence of progress to each time period. Adapt the timing to your circumstances.

1. Days 1–30: listen and validate

Use a brief example from your situation.

2. Days 31–60: agree priorities

Use a brief example from your situation.

3. Days 61–90: deliver and review

Use a brief example from your situation.

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

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Choose your next step

Agree an initial success measure with the person sponsoring the role.

1. The action I choose

Agree an initial success measure with the person sponsoring the role.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Agree an initial success measure with the person sponsoring the role. Bring what you notice into the next chapter.

Back to chapter contents

Chapter 7 of 7

Chapter 7: Decide and evaluate the transition

Evaluate the transition.

Objective

Evaluate the transition.

Evaluate the transition

Complete one row at a time using a real example. Mark unknown information as unknown rather than guessing.

Row label	Criterion	Evidence for fit	Evidence against fit	Information still needed
Role and scope	Criterion —	Evidence for fit —	Evidence against fit —	Information still needed —
Leadership and culture	Criterion —	Evidence for fit —	Evidence against fit —	Information still needed —
Compensation and life fit	Criterion —	Evidence for fit —	Evidence against fit —	Information still needed —

What do you notice from this activity?

Name one useful pattern, one uncertainty and what they mean for your next choice. Refer to the examples above.

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Choose your next step

Make a provisional decision and state what evidence could change it.

1. The action I choose

Make a provisional decision and state what evidence could change it.

2. When and where

Name a realistic occasion or date.

3. Support, consent or fallback

What is needed, and what will I do if capacity changes?

4. Evidence and review date

What will I notice, and when will I decide whether to keep, adapt or stop?

Next: Make a provisional decision and state what evidence could change it. Review your observations with your coach or on your chosen review date.

Back to chapter contents

Bring this workbook into your practice

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The Executive Search Playbook

Playbook Structure & Focus

Chapter 1: Define a realistic target

Objective

Define a realistic search target

Define a realistic search target

Strengths with evidence

Gaps to address

Opportunities to investigate

Constraints and risks

What do you notice from this activity?

Choose your next step

Chapter 2: Build an evidence bank

Objective

Build an evidence bank

What do you notice from this activity?

Choose your next step

Chapter 3: Run a manageable search

Objective

Track manageable outreach

What do you notice from this activity?

Choose your next step

Chapter 4: Master executive interviewing and case defense

Objective

Prepare an interview case

What do you notice from this activity?

Choose your next step

Chapter 5: Negotiate total executive compensation

Objective

Compare total compensation

What do you notice from this activity?

Choose your next step

Chapter 6: Architect the first 90 days

Objective

Plan the first ninety days

What do you notice from this activity?

Choose your next step

Chapter 7: Decide and evaluate the transition

Objective

Evaluate the transition

What do you notice from this activity?

Choose your next step

Bring this workbook into your practice

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