In a marketplace defined by rapid transformation, fierce competition for talent, and evolving expectations of leadership, the partnership between executives and recruiters has never been more consequential. Yet many high-potential leaders, even seasoned ones, struggle to understand how to work effectively with search partners. What truly matters? How should they prepare? And what are companies really looking for when they hire senior leaders?

Across interviews in It’s Personal Stories, five respected voices, each deeply involved in executive search and leadership development, offered frank, practical advice. Their insights reveal not only how to build meaningful recruiter partnerships, but how to position yourself for the roles organizations value most today.

1. Be Honest and Clear, Recruiters Advocate Best for Leaders Who Are Authentic

William Ferguson, Co-Chairman and Chief Executive Officer at Ferguson Partners, emphasizes that authenticity is non-negotiable. Whether a candidate is exploring a new role or simply building a long-term relationship, he reminds leaders that recruiters cannot champion a candidate whose story is inflated, inconsistent, or incomplete. Honesty about capabilities, and limitations, creates the trust recruiters need to put their name behind you.

Radhika Papandreou, President, North America, Korn Ferry, echoes this sentiment, noting that the best candidates articulate their motivations with clarity. She sees self-awareness as a differentiator: organizations want leaders who understand not only what they want to do, but why. “Success lies in understanding people, recognizing their motivations, aspirations, and potential,” she said, and that begins with understanding yourself.

2. Show You’re Prepared—Your Presence Is Part of Your Brand

Allison Harrigan, Senior Client Partner & Sector Leader, Travel, Hospitality & Leisure Practice at Korn Ferry, reinforces that the most impressive candidates come prepared, even for exploratory conversations. They’ve researched the company, understand its strategic challenges, and have a clear point of view. Preparation signals seriousness and respect. Evan Frazier, President & CEO of The Advanced Leadership Institute, frames it through a leadership lens: “Be intentional in how you show up. Preparation builds confidence, and confidence builds trust.”

Companies notice this quickly. At the executive level, preparation translates to strategic thinking, discipline, and the ability to synthesize information - all traits organizations prioritize.

3. Understand What Companies Are Really Looking For

Today’s executive searches focus less on technical credentials and more on leadership capacity, emotional intelligence, and forward-looking agility.

Papandreou sees this across every C-suite mandate: organizations want leaders with the humility to listen, the courage to make tough decisions, and the empathy to build high-performing cultures. She emphasizes that companies seek “leaders who can balance decisiveness with empathy,” and who create environments where people do their best work.

Frazier highlights adaptability and resilience, leaders who can navigate complexity, communicate effectively across differences, and model inclusion. Harrigan adds that organizations look for executives who can represent the brand with credibility internally and externally. And Ferguson underscores long-term value: companies want leaders who lift others, build succession benches, and leave the organization stronger than they found it.

4. Think Long-Term, Treat Recruiters as Partners, Not Transactions

Papandreou encourages leaders to see search professionals as strategic allies throughout their careers. The best relationships continue even when no search is underway. Keeping recruiters informed of new responsibilities, achievements, or shifts in interest allows them to advocate effectively when the right opportunity emerges.

Hoda Tahoun, Chief Talent Partner at Kempinski Hotels, adds that humility accelerates growth. She encourages leaders to seek, and welcome, feedback. Recruiters see patterns across industries and can offer candid guidance on positioning, communication, or blind spots. Candidates who embrace constructive input often stand out more by their next conversation.

5. Lead With Presence, Emotional Intelligence Matters More Than Ever

Technical excellence may open the door, but emotional intelligence now determines who advances. Papandreou, Harrigan, and Frazier all emphasized this. How leaders listen, respond under pressure, and build connection often matters more than résumé lines. Frazier notes that “presence,” authenticity, composure, clarity, is a powerful differentiator.

Even responsiveness matters. Harrigan points out that timely, professional communication signals reliability, one of the most valued executive traits in any search.

6. Closing Reflection

Working effectively with recruiters, and positioning yourself for executive roles, is less about self-promotion and more about presence, preparation, humility, and clarity. Leaders who build long-term relationships with search partners benefit from advocates who understand their journey and can open pivotal doors.

As these industry voices remind us, organizations today are looking for leaders who combine competence with character, and expertise with emotional intelligence. In a world where talent is scarce and expectations are high, the most successful executives are those who cultivate self-awareness, learn continuously, and partner intentionally, with their teams, their mentors, and the recruiters who champion their potential.