Mastering the Art of Headhunting for Leadership Positions -
An Interview with JP, Partner at Fauve
With nearly eight years of experience in recruitment, including almost seven years at Fauve, Jean-Philip has developed a deep passion for the dynamic and ever-evolving nature of headhunting. Having entered the field by chance, what truly excites him is the incredible variety of clients and industries he serves, along with the privilege of learning from the best in their respective fields. This constant exposure not only fuels his curiosity but also enables him to bring valuable leadership search insights back to the business, continuously enhancing their approach to each unique mandate.
Jean-Philip is fully bilingual in French and English, with a life journey that has taken him to Toronto, Calgary, the United States, and now Montreal. These diverse experiences have shaped his perspective, enabling him to connect with clients and candidates from various backgrounds and industries
What makes headhunting for Leadership roles unique?
Headhunting for leadership roles is distinct from recruiting for more professional or technical roles in several key ways. First, leaders are typically more open to discussions and networking, often eager to engage in conversations that could lead to new opportunities. They are also more likely to refer ideal talent from their networks, understanding the future potential of the action. While compensation is an important factor across all levels, leadership-level talent—regardless of function—tends to have a sharper focus on business metrics, such as P&L, OPEX, CAPEX, burn rates, etc. These leaders are not just concerned with day-to-day operations but are driven by strategic goals and long-term impact.
What I truly appreciate about my role in leadership recruitment is the chance to learn from their experiences and perspectives. Interacting with top executives and senior leaders allows me to learn from their approaches, mindsets, and decision-making processes, which adds a layer of depth and insight to the recruitment process that goes beyond technical qualifications. This chance to learn from the best is what makes my work truly facinating.
How did you build your expertise in Leadership recruitment?
Building my expertise and being successful in leadership recruitment has been a journey that took time and gradual progression. I started with team lead and management-level positions, working my way up in seniority and organizational size and scope. Along the way, I was fortunate to have colleagues and managers who gave me the chance to stretch my abilities. I’ve learned the importance of staying humble, being open to criticism, and growing from the inevitable missteps. These experiences, combined with helpful tips from leadership recruiters and hands-on practice, have been essential in shaping my approach to identifying and matching top leadership talent.
Interacting with top executives and senior leaders allows me to learn from their approaches, mindsets, and decision-making processes, which adds a layer of depth and insight to the recruitment process that goes beyond technical qualifications. This chance to learn from the best is what makes my work truly facinating.
How can companies attract and retain top Leadership talent?
It requires a multifaceted approach, with compensation being a key success factor. While base salary is important, many leaders are motivated by variable compensation directly tied to the performance of their teams or divisions. Even more compelling are long-term performance incentives (LTIP), such as performance stock units (RSUs), performance stock options (PSUs), or, ideally, direct equity stakes in the company. These incentives align leaders’ interests with the company’s long-term growth and success.
Beyond compensation, it’s crucial to provide executives with a clear direction on the desired outcomes for a department or division, while empowering those they lead with the autonomy to choose how to achieve those goals. This sense of ownership and trust fosters innovation and commitment. Furthermore, offering visibility into the broader organizational vision—and involving new leaders in shaping that vision—helps them carve out their place in the company’s story, building a sense of belonging and purpose. Finally, clear alignment with the company’s “why”—its mission, values, and purpose—ensures that leaders are not only motivated but feel connected to the greater goals of the organization. This coherence is key to long-term engagement and retention.
What does the future hold for headhunting in the Leadership world?
The future of headhunting in the leadership world is poised to evolve alongside shifting business landscapes and societal expectations. Leaders today are navigating unprecedented complexities—digital transformation, sustainability challenges, and the demand for diversity, equity, and inclusion—requiring search consultants to adapt their approach.
Data and technology will play a larger role, with AI and advanced analytics enhancing candidate identification and assessment processes. However, the human touch will remain irreplaceable, particularly in understanding cultural fit, emotional intelligence, and long-term potential.
Organizations will increasingly look for leaders who bring more than technical expertise; they’ll seek individuals with a proven ability to drive change, foster collaboration, and inspire innovation. This means headhunters will focus not only on finding leaders who fit current needs but those who can shape the organization’s future.
Moreover, building diverse leadership teams will remain a priority. Headhunters must look beyond traditional networks to uncover untapped talent pools, ensuring their clients benefit from broader perspectives and innovative approaches.
Ultimately, headhunting for leadership roles will become even more strategic—guiding clients through leadership challenges, advising on succession planning, and helping organizations identify leaders who can thrive in a rapidly changing world. It will be less about recycling one’s Rolodex, relying on gray hair, or leaning solely on long-standing “connections” at the C-suite or board level. Instead, success will hinge on the ability to propose out-of-the-box talent, often from unconventional backgrounds, and to quickly develop authentic and radically transparent relationships with both clients and candidates. This approach ensures that organizations are not just hiring for today but investing in leadership that can drive innovation and long-term success.
Conclusion
JP’s extensive experience in headhunting for leadership roles has positioned him as a trusted advisor in the field. Over the past seven years at Fauve, he has honed his ability to navigate the complexities of leadership recruitment, offering tailored insights that help clients secure transformative talent. His daily interactions with top executives have not only deepened his understanding of what makes a successful leader but have also allowed him to continuously refine his approach.
For JP, leadership recruitment is more than a process—it’s an opportunity to connect organizations with individuals who will drive innovation and long-term success.