I coach and mentor healthcare executives who have made massive contributions to their organizations.
Yet, many walk away from executive searches deeply disappointed. Not because they didn’t get the job, but because they question if the opportunity was ever genuinely open.
A well-known executive retained search firm is engaged. Significant fees are paid. Candidates invest hours in interviews. Then the announcement arrives: the internal candidate gets the role.
Congratulations and LinkedIn likes follow. But one question remains: ?
Internal appointments can be exactly the right decision. The concern isn’t the outcome. It’s whether the search was transparent, genuinely competitive, and worth the investment.
: You don’t need to disclose confidential details, but you should be able to articulate a clear business rationale. Was the decision based on demonstrated capabilities, succession planning, or simply familiarity?
: Your value extends beyond completing a placement. If an internal successor is already a strong contender, clarify what an external search will accomplish. Credibility depends on the integrity of the process, not just the successful hire.
: An internal appointment after a national search isn’t inherently a problem. But was the external market genuinely explored? What did the organization learn? Executive hiring is a strategic investment in future leadership.
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: Ask early whether internal candidates are being considered and how applicants will be evaluated. If the process feels opaque, reconsider how much more time to invest.
: The credibility of your appointment matters, too. A transparent process helps establish confidence in your leadership from day one.
If an internal candidate is the right choice, promote them with conviction. If a national search is commissioned, make it genuinely open—or be transparent about its purpose.
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