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The Executive Director Search Process
Q&A with Carol Finn, AGU General Secretary and Chair, Executive Recruitment Committee
Q. What was the composition of the search committee?
A. The committee consisted of AGU’s Executive Committee and three Council members.
Q. How were the key characteristics needed in an Executive Director determined?
A. In 2008–2009, the Future Focus Task Force investigated how AGU needed to change the way it does business in order to remain a preeminent scientific society. As part of that process, the task force interviewed dozens of AGU members from various stakeholder groups. One of the things that came out of this process was a list of the characteristics that a new Executive Director would need to lead the new AGU.
Q. What qualifications and experience were viewed as most important?
A. We wanted an innovative leader and spokesperson who is deeply committed to AGU’s mission and also has the natural instincts of a coalition builder. We wanted someone with strategic influencing skills who could unite members across the globe and excite the scientific community and the general public about AGU’s model of engagement. At a minimum, the individual had to be sufficiently fluent with Earth and space science issues to credibly represent AGU to diverse audiences. A global orientation was essential. We had a strong preference for experience working with national and international communities and also a scientific background. We felt the new Executive Director could come from the academic, public, or private sector.
This person had to be a strategic thinker, persuasive communicator, capable fundraiser, excellent relationship builder, and spirited motivator of staff. We expected the candidates to demonstrate many, but not all, of the following qualifications and attributes:
- Passion for science, education, and the environment. Academic credentials in one of these areas were preferred.
- Public presence with strong motivational and communication skills. The experience and inclination to be an effective, dynamic spokesperson for AGU and its communities of interest. An ability to operate in the spotlight without insisting on it.
- Outstanding interpersonal skills to inspire and work in close collaboration with a wide variety of people at all levels and across cultures and foster a healthy, work-life balance.
- A diplomatic, approachable, and outgoing personality. The willingness to invest considerable time circulating and communicating throughout the international AGU community.
- The highest level of personal and professional integrity along with optimism, energy, common sense, good judgment, and a sense of humor.
- Successful management experience at an executive level, preferably in an intellectually driven international organization. Experience setting and implementing organizational strategy and managing through growth and change. A track record of effective team building.
- An understanding of the dynamics of an organization with multiple constituencies and interdependent interests. The inclinations to listen, collaborate, educate, and work constantly towards common purpose coupled with the ability to act decisively in the absence of consensus.
- A record of attracting, motivating, developing, and retaining excellent, diverse staff, providing them with a clear sense of direction, and then delegating effectively to them.
- Political savvy. As much experience as possible working with officials at local, national, and international levels.
- Successful fund raising experience in either a volunteer or professional capacity.
- Sophistication about media, new information and communications technologies and intellectual property would be a distinct asset.
Q. What were defined as the key responsibilities of the Executive Director?
A. In general, the Executive Director is expected to:
- Provide strategic leadership and vision
- Ensure long-term financial strength
- Raise the public profile
- Lead continual operational improvements
- Partner with the volunteer leadership
Specific key responsibilities include:
- Continue the organizational transition to a more efficient, transparent, and inclusive culture
- Ensure that the core AGU business comprised of publications and conferences continues to flourish
- Develop new and diverse forms of revenue generation
- Lead a vigorous outreach effort that will increase AGU’s visibility and impact.
Q. Was the search global?
A. Yes. AGU hired an executive search firm — Isaacson, Miller (I,M) — in September 2009 to assist in the search, and I,M looked for candidates in other countries. However, much of AGU's business, such as our outreach programs in public information, public affairs, and education, focuses on the U.S. So it was important that the candidate understand U.S. policy.
Q. Please describe the search process.
A. This was a very deliberate, careful process. I, M cast a very wide net during the search. They contacted hundreds of AGU members and executives from other professional societies; they used their I,M database. They also advertised the position. All of these means produced applications which generated a list of suitable candidates.
I,M narrowed down the pool to 15–20 candidates from which the ERC picked seven to interview . Six interviews were ultimately conducted with candidates who are currently scientists, PhD science managers, and association executives. This first round of interviews took place in late February and early March.
Q. Describe the interview process.
A. During the first interviews we asked questions aimed at getting to know the candidates and the degree to which they possessed the skills critical for moving AGU forward. Questions related to motivation and leadership style, strategic planning, finances and innovation. It was clear at the end of these interviews that the candidates most likely to move AGU forward have vision, experience transforming other organizations, excitement about science (regardless of whether they ever practiced it); experience with similar organizations, a willingness to collaborate with members, and strong experience with outreach/public policy.
After this first round of interviews, we narrowed down the candidates to three. In the second round, we focused on what the candidates would bring to AGU with questions about business models, technology, public policy, staff, finances, governance. We also probed how those without an Earth and space science background would understand our culture, address our issues, and so on.
Q. What other considerations were made when making the final selection?
A. Besides the qualities listed above, we wanted someone who seemed to get us as an organization and as people. We wanted someone who grasped the magnitude and significance of AGU's transition to a participative, collaborative organization. We also wanted to be confident that the person would be committed to this process of transformation and facilitate our movement forward.