I. The predominant one is today's maturing of management as a professional function. This development brought about a realization that the success of an organization depends largely on the quality and performance of its people. The organization with the best executives is most likely to move ahead of its competitors. Therefore, ways had to be found to develop the best from within and recruit the best from outside.

II. The gradual understanding that executive search firms are the main means of bringing about better utilization of scarce executive talent. There is no way that a frustrated executive can advertise his desire for a bigger job that does not exist for him in his present organization. Nor can companies and other organizations usually broadcast their confidential executive requirements. Search firms become the much needed instrument for bringing underutilized executives into organizations in which their talents could be more effectively applied.

III. Confidentiality; the organization may not want a decision or strategy to be known either internally or within the business community. Under those circumstances a third party must do the searching, protecting the identity of the organization.

IV. Costliness of errors in executive selection became increasingly evident. The wrong hire may hinder or even cripple an organization. The time required to indoctrinate an executive into a new position, give them sufficient time to demonstrate their effectiveness, the agonizing, time-consuming decision to replace them, and the costly internal or external recruiting process all over again have taught some hard lessons. Such events led to the recognition of the need for professional assistance in finding the right person for the right position.

V. Experience with executive search in turn brought about a better understanding of the special skills needed to find and bring into the organization the right executive for the vacant position. Among these are:

The definition of the true needs of the organization and the kind of executive most likely to fulfill them.

A realistic appraisal of the difficulty in finding the right person and what it will cost to attract them.

The ability to thoroughly search out the very best candidates regardless of where they may be or how invisible they are.

The infrastructure and experience required to evaluate more than a hundred prospective candidates and select the two or three who would be the best performers.

Counseling the organization on handling candidates from the first telephone contact through the interviews and all of the other steps until the executive is in place.

The especially useful role of a professional third party in negotiations between organization and candidate that are often difficult and complex.

The special abilities needed to conduct confidential and delicate inquires into the candidate's record qualifications, and reputation in a way that will not create embarrassment for anyone yet leave no stone unturned.

The ability to counsel the selected candidate in extricating himself smoothly from his present organization and community and in establishing himself in his new position.

The ability to smooth out any problems for either the organization or the new executive during the beginning phase of their new relationship.

By maintaining a constant vigil for the best talent and clients, and to bring that creative power to all.

Truly successful search firms specialize in an industry function or market niche. Generalists do not succeed as well because of the continued time expense of relearning each company or technology, etc.