How Executives can rock references

References are another type of whispering that happens in exec job searches.

There are two types of references:

• Formal:  The list you give to a company of people who can speak on your behalf

• Backchannel:  Other people you have worked with that companies call in addition

There is lots written for companies on how to do references on candidates.  

This article is for executives - to help you understand how references are done and how to prepare for them.

You should assume that for every executive role you interview for the company (or their recruiter) will want to speak to references.  Generally companies wait until the mid-to-late stage, when they are narrowing their list down to 3-4 candidates and are serious enough to contemplate hiring you (a good sign).   

• Doing it earlier takes too many resources and can unfairly exclude candidates that might be great for the company.

• Often recruiters will do this for their clients with senior executive hires

What are companies looking for?

“One thing we try to do in reference checks (back channels and for ones they provide) is really dig into strengths/weaknesses (we position as where does the candidate need some extra support). Red flags appear when we hear something contradictory to what the candidate said in the screening/interview. It shows us they are not self aware or trying to hide something. So advice is to be very honest throughout the process and share references that will validate what you’ve said.”  David Teichner, Executive Recruiter

Companies are looking to confirm your background and spot inconsistencies and are looking at areas including:

• Reasons for short stints you had

• Reasons for leaving companies you didn’t share

• Cultural challenges you might have had with managers

• Understand / diligence any questions they have unanswered

• Understanding which issues were beyond your control and which weren’t

"I will also do references on a) people who worked for them because I want to make sure they care about them and the team they build b) colleagues to make sure they get things done in the right way." Head of Executive Talent

Expect Backchannels

“If you are a senior leader and don’t know that (backchannels) are a thing, that is a red flag itself.”  Kelli Dragovich  (see terrific podcast on backchannels from HR Heretics)

We encourage executives to welcome backchannel references.  

• They ensure the company understands your style, strengths and weaknesses

• It is an opportunity for your new hiring manager to get insights from your prior managers and colleagues

• It's an opportunity for you to highlight a specific team member you had particularly good rapport with. 

Formal references are carefully curated performances; backchannels reveal the unvarnished truth. In leadership, I've learned that what people say when they think no one is listening matters infinitely more than what they'll say when they know they're being quoted. The real measure of a leader isn't found in prepared statements, but in the honest whispers that travel through professional networks.  Alan Stein, Founder of Kadima Careers

How to set yourself up for success with references

Generally recruiters / hiring managers want to talk to a peer, someone you managed and someone who managed you. Usually around 4-5 people total.  

“Think about the people you worked closely with who can speak to your skills and achievements, clear outcomes, how you lead, etc. Try to have a mix of someone who was on your team, a direct report, cross team peers, a client/vendor (depending on role type), board member (if interacted with them regularly), manager or supervisor a level above to have a mix of feedback.”  HR Leader

Be thoughtful about your career path

• Pick good companies:  Make sure you pick growing companies with good cultures

• Pick your boss well:  Nothing matters more than who you work for

• Invest in relationships at work:  Don’t just do the work, get to know the people.  Each career step is a powerful node.

• Build relationships with investors:  If you work for a VC/PE backed company get to know their talent teams and investors as they can be very helpful in your career.

“If you have worked with a venture firm in the past and they invest in the company you are interviewing with, it's more likely than not you will be backchanneled there.”  Top Recruiter

"One damming backchannel can kill your chances with all of a VCs portcos." Top VC Talent Partner

Nurture relationships once you leave

• Leave well:  Depart thoughtfully and professionally

• Give (and get) recommendations:  If you enjoyed working with someone give them a LinkedIn recommendation… and when they thank you, ask for one in return

• Stay in touch:  Keep people who you value on your Christmas card list, help them in their careers and nurture these relationships 

• Give them a heads up: Brief your references and potential backchannel targets about your conversations. Ensure they're aware of any curveballs or sensitive items that may thrown their way.

“I would recommend you call your references (both the ones you give me and others) and walk them through the role, what to expect and any specifics points you want them to stress if contacted.”  Chuck Brotman, Top GTM Recruiter

Preparing your list

• Maintain your list:  Keep a list of people from each company who can speak on your behalf with their contact info.  Bookmark/save it just like you would your resume so it is there when you need to dust it off.

• Include Contact Info and Context:  Make sure for each reference you share email, phone number, when you met them (company affiliation at the time), their relationship to you (i.e. manager, reported to you, colleague) and what they do today.  Also include their linkedin profile.

• Always include managers (or explain why):  If you don’t include your managers, you should be clear why not as it raises questions and ideally provide other references who can give context on your relationship with this manager.  

Explain why you don’t include hiring managers in a positive way.  Something along the lines of "We had different working styles and while I respect their leadership I have other colleagues who can better highlight my skills and strengths relevant to this role." works well.  HR Leader

• Research common connections:  Reach out to shared connections with your future manager who aren't on your reference list to give them a heads up.  This is also a great strategy/excuse to reconnect with and activate your network.

Obviously check all of the boxes mentioned above (alignment, good companies, etc). But, this is a way to show off your network. If possible, choose references that could provide value to your future CEO/boss -- an investor, a customer target, a potential adviser.....someone they would be impressed that you know, they want to be connected with, and could get value from beyond just validating you're qualifications.  Pete Turim, Exec Recruiter

Communicate well with the company

• Provide a longer list:  Many people just give 3-4 references.  Instead provide a few references from each company but highlight the top few for them to focus.  This allows the company a deeper list to call and may give them all the data they need without needing to backchannel.

• Communicate Reference List Approach:  Tell them why you provided the list of names you give them. 

• Be candid:  Assume if there is a skeleton in your closet they will find it.  If they don’t discover this from you it can shatter their trust.

References from your current company

References can be scary when you are searching while still in a role.  

• For these references, if you feel comfortable speaking openly with your manager in advance (see pros and cons of this) these references are very strong.  

• Often we see executives who aren’t ready to communicate with their current manager share 1-2 references from current colleagues who you are open with and who can speak on your behalf.  

• Finally, if you have colleagues, direct reports or a former boss who has have recently left the company, these can also be great references.