Retention Starts at the Top: What Actually Keeps People From Leaving

Most organizations think about retention after someone resigns. 

By then, it’s usually too late.  

The real retention work happens months earlier, in the way managers lead, how executives communicate, whether employees feel valued, and whether they can see a future with the organization. 

Research continues to show that a significant portion of employee turnover is preventable. Pay matters, but it isn’t the only reason people leave. Leadership, career growth, trust, workload, culture, and work-life balance all play a major role in whether someone chooses to stay. 

According to Paycor’s 2026 Employee Retention Statistics, citing Gallup, 42% of employee turnover is estimated to be preventable. Globally, only 23% of employees are actively engaged at work, and highly engaged organizations experience significantly less turnover. 

Retention isn’t just an HR initiative. It’s a leadership responsibility. 

Top Reasons People Actually Leave 

While every employee’s situation is different, several themes consistently show up when people decide it’s time to move on: 

1. Toxic or negative work environment 
2. Lack of career growth or development 
3. Poor management/lack of trust in leadership 
4. Lack of flexibility 
5. Burnout and unsustainable workload 

Why Retention Starts at the Top 

Leadership behavior sets the tone for the rest of the organization. 

If executives model strong communication, accountability, and genuine investment in their people, those behaviors are more likely to make their way throughout the organization. 

The opposite is also true. 

When employees see leaders who are disengaged, reactive, or disconnected from their teams, that behavior can quickly become part of the culture. 

Retention isn’t fixed by one policy or one employee benefit. It’s influenced by what leaders do every day. 

What Leaders Can Do Now 

For HR Leaders and Hiring Authorities 

Track preventable turnover: Separate turnover you could have influenced from turnover that was unavoidable. Without that distinction, it’s difficult to identify where leadership and management changes could make a difference. 

Conduct stay interviews: Don’t wait for an exit interview to learn what employees are thinking. Regular conversations can uncover concerns while there’s still an opportunity to address them. 

Hold managers accountable for retention: Performance shouldn’t be measured solely by revenue, productivity, or team output. How managers lead and retain their people matters, too. 

For Managers Running Teams 

Make 1:1s about more than tasks: Talk about workload, development, goals, and what’s working—or isn’t working. A yearly performance review isn’t enough. 

Recognize contributions consistently: People want to know their work matters. Specific, timely recognition can go a long way toward building engagement and connection. 

Address burnout before it becomes a resignation: Pay attention to changes in workload, energy, and engagement. Don’t wait for someone to tell you they’re overwhelmed. 

For Executive Teams 

Model the behaviors you expect from others: If you want managers to prioritize development, communication, and engagement, those behaviors need to start with the executive team. 

Treat engagement and retention as business metrics: Your people strategy deserves the same attention as other areas of organizational performance. 

Keep your leaders growing, too: Senior executives need development opportunities, meaningful challenges, and a clear sense of what’s next. Leadership development shouldn’t stop once someone reaches the executive level. 

Questions to Ask This Quarter 

• What percentage of our turnover this year was preventable? 

• When did we last have a real growth conversation with each person on this team, including our own leaders? 

• Which managers have the highest team turnover, and why? 

• Are we investing as much in retaining people as we spend recruiting replacements? 

• What would it cost us, in dollars and disruption, if our best people left tomorrow? 

The answers won’t just tell you who’s at risk of leaving. They’ll tell you how strong your organization actually is, at every level. 

The post Retention Starts at the Top: What Actually Keeps People From Leaving appeared first on Angott Search Group.

(248) 453-0092 | jgiacomin@asgteam.com

All Aboard: Talent Acquisition, Job Offers, Implementation

The style and process employers use to present job offers and onboard new talent can vary dramatically from one organization to another.

Imagine for a moment that you have been employed by a particular company for a decade or more. Following what may be a lengthy battery of interviews, you receive a written offer via e-mail. The document is comprehensive, outlining the job title, compensation, benefits and vacation policy together with a list of preliminary procedures (physical exam, administrative requests etc.) to be completed prior to a specified start date. There is typically a space reserved for a signed acceptance, accompanied by a “decision no later-than date” and signed by the Director of Human Resources. I suppose, with the advent of remote work, text messaging, and fewer human encounters, this scenario might be viewed as a normal business procedure. Caution: This method may also leave a candidate feeling incomplete. While the formal offer letter described is an essential component in the hiring process, to ensure acceptance and a smooth transition, an organization needs to insert a human into Human Resources.

An investment of time and treasure is expended to arrive at the offer stage. Please consider… the candidate in question will be walking into his current supervisor’s office, resigning a position held for say, 15 years, and joining a new organization. He or she will invariably have some questions for the prospective new employer and needs to feel comfortable making one of the key decisions in life. 

At this time, is where the hiring authority should verbally present the offer, ideally in person. There is nothing quite like meeting with a candidate, shaking their hand and presenting the offer. Letting a person know what their addition and the importance of their contribution means to the company will pave the way toward a successful transition.

Once a candidate has accepted, the onboarding process can begin. There is typically a period (two weeks is average) between acceptance and start date. We suggest that a visit or two be scheduled during the transition to acclimate the candidate. Everything from administrative tasks, touring the facility, workspace/office assignment, parking, etc. should be addressed. Have the new employee meet people he/she will be working with. Organizing a lunch with staff members can also be an effective onboarding touch.

Your company’s mission is important. The road traveled recruiting, screening and selecting the best talent has resulted in a final selection. Congratulations! The candidate has selected your company, too. It’s no time to drop the ball at the goal line.

Killing The Golden Goose

General Motors Corporation is currently building some of the best vehicles in their storied history. Across the board… their cars, trucks and SUV’s propelled by traditional internal combustion engines and electric powerplants are competitive within every segment. Personally, my family members (including yours truly) are enthusiastic about our GM vehicles.

However, flash-back a few decades. There was a period when the financial types essentially overruled the designers and marketers, together with their creativity and industry knowledge. There is an industry term called “badge engineering”. Badge engineering (rebadging) is the practice of selling the same base vehicle under different brand names, often with only cosmetic changes. This manufacturing concept is extremely efficient and cost effective when utilized properly. By starting with a specific “platform” and tailoring it externally and internally, auto companies can maximize profits while offering the consumer a variety of different transportation experiences and trim options.

However, if left unchecked, it can be challenging for the manufacturer and consumer.

Example: The Legendary “J Body” from GM – produced throughout most of the 1980’s.

You may recall the Chevrolet Cavalier. It was an economical, sporty vehicle and available in coupe, sedan and even a snazzy convertible. It was built on the General Motors J-Body platform. A version built from the same platform was also offered as a Pontiac Sunbird, Oldsmobile Firenza, Buick Skyhawk and, to satisfy requests by Cadillac dealers for an “entry-level” offering…the “J” body also morphed into the ultimate Cadillac Cimmaron.

This is where strong financial influence surpassed design and marketing consideration, and as a result General Motors suffered. GM management reasoned if they could produce a practical economy vehicle, (the Chevrolet version) and make some cosmetic changes for each product line, the potential for maximum profit across five vehicle lines would be colossal. No greater marketing mistake was realized than with the Cadillac version of the “J” Body. The Cimmaron was slightly more luxurious (seating, trim, options). However, it didn’t play well with what consumers had come to expect from the Cadillac brand and heritage. It didn’t look or perform like one either. (Did the non-product types think the public wouldn’t notice?)

I suppose the lesson here is that there are efficiencies that can and should be exercised. It’s just good business. But there is a fine line between extracting short-term gains vs. producing a desirable, sustainable product which will maximize customer satisfaction and build brand loyalty.

In the case of Cimmaron, industry experts were quick to point out that although the Cadillac brand experienced some highlights in the post J-Car years, it would take some time to repair their image and return to the high level of success that Cadillac enjoys today.

There is a deeper lesson here. In the most basic terms, a company must never lose its focus regarding where and how their revenue is obtained. Financial efficiencies, while essential to the health of any “for-profit” organization, are only as relevant as the product or service they represent. Saving 100% of nothing – is nothing.

The post Re:Search | Summer 2026 appeared first on Angott Search Group.

It’s a reasonable question. Culture matters. But it raises an important distinction that many organizations haven’t fully considered: Are you looking for Culture Fit or Culture Add?

These are two different approaches to hiring, each with its own implications.

“Understanding the difference between Culture Fit and Culture Add helps organizations make intentional hiring decisions that align with their strategy and values.” – Mark Angott, Chairman & CEO

Culture Fit: The Traditional Approach

Culture Fit focuses on finding people who blend seamlessly into how you already work. You’re assessing whether candidates will align with existing team dynamics, working style, and organizational norms.

• The Question: “Will this person fit in with how we already work?”
• The Focus: Familiarity and comfort in finding someone who reflects the team you’ve already built
• The Hire: A leader who steps in seamlessly and maintains the existing rhythm of the organization
• The Outcome: Stability and continuity with established ways of working

Culture Add: An Alternative Approach

Culture Add takes a different angle. Instead of asking whether someone fits into what already exists, it asks what new perspectives, experiences, or approaches a candidate would bring to the organization.

• The Question: “What will this person bring that we don’t already have?”
• The Focus: Intentional diversity of thought, experience, and perspective that strengthens the whole
• The Hire: A leader who respects your core values and direction while bringing fresh perspectives and new ways of thinking
• The Outcome: An organization with broader perspective, different problem-solving approaches, and capacity to adapt and grow

The Core Distinction

The real difference comes down to what you’re optimizing for:

Culture Fit optimizes cohesion and continuity. You’re building teams of people who think similarly, approach problems similarly, and share a common way of operating. This creates alignment and smooth execution of existing strategies.

Culture Add optimizes diversity of perspective. You’re intentionally bringing in people who think differently, have different experiences, and approach problems from different angles. This creates breadth of perspective and different approaches to challenges.

Both approaches exist in organizations today. Some industries and roles naturally gravitate toward Culture Fit hiring, and others lean toward Culture Add. Most organizations use a combination of both.

The key is being intentional about which approach you’re using and why.

What This Means for Your Hiring Process

Be Intentional About What You’re Looking For

Before you post a job, understand what you need:

• Are you looking to strengthen continuity and execution of your current strategy?
• Are you looking to bring new perspectives or approaches?
• Do you need both?

Define Your Non-Negotiables Clearly

Separate the core values everyone must share from the styles and approaches that can vary. This clarity helps you evaluate candidates consistently.

Assess What Candidates Bring

In interviews, look beyond credentials and experience. Understand:

• How do they think?
• What perspectives have they developed?
• What would they bring to your team that’s different?
• How do they approach challenges and decision-making?

Considering Your Organization’s Needs

Some organizations need consistency and proven approaches. Others need fresh thinking and new perspectives. Some need both. Your hiring approach should reflect your actual strategic needs, not just what feels comfortable.

Questions to Consider

As you think about your next leadership hire, consider:

• What’s our primary need right now: continuity or innovation?
• What perspectives or experiences are missing from our leadership team?
• Are we hiring to maintain what we’ve built or to build something different?
• How do we balance stability with adaptability?
• What does our culture need most right now?

The answers will shape your hiring approach and, ultimately, the organization you become.

The post Culture Fit vs Culture Add: Understanding the Difference appeared first on Angott Search Group.

After 45 years of placing senior leaders across banking, credit unions, automotive, legal, and information technology, we’ve seen the same pattern repeat itself: companies invest enormous effort in defining the ideal candidate, then communicate that vision through a posting that reads like a compliance document. The result? A flood of underqualified applicants and silence from the senior professionals you were hoping to reach.

This guide will show you how to write a leadership job posting that speaks directly to high-impact executives, the ones who aren’t browsing job boards, who need a compelling reason to consider leaving their current role, and who will evaluate your organization just as critically as you’ll evaluate them.

“The best executive candidates aren’t looking for a job. They’re looking for a reason to make a move. Your job description has to be that reason.”

Why Most Executive Job Descriptions Fail to Attract Executive Candidates

Before we get to what works, it’s worth understanding why so many C-suite job postings fall flat. The most common culprits:

• Leading with requirements, not opportunity: Listing 15 bullet points of qualifications before you’ve said anything compelling about the role or company tells senior candidates you’re not thinking about them.
• Generic language that fits any company: Phrases like “fast-paced environment,” “team player,” and “results-driven” communicate nothing. Every company says this.
• Responsibilities written as job duties, not impact: “Oversees financial reporting” is a task. “Leads the financial strategy for a $400M organization navigating a critical growth phase” is a challenge worth pursuing.
• No insight into culture or leadership style: Executives accepting VP or C-suite roles are making 5-10 year bets on an organization. They want to know what it’s actually like to work there.
• Compensation listed as “competitive”: This signals either that you haven’t benchmarked properly or that you don’t trust candidates to make informed decisions. Neither is a good look.

The Anatomy of a Strong VP Job Description

A high-performing leadership job posting has a clear structure, and it’s built around the candidate’s perspective, not the hiring manager’s checklist. Here’s the framework we recommend:

1. Open with the opportunity, not the organization: Your first paragraph should answer one question for the reader: Why should I care about this? Frame the strategic moment, a growth inflection point, a market challenge, a transformation initiative, and explain how this role sits at the center of it. The company introduction can come after you’ve earned their attention.
2. Describe the impact, not the tasks: Shift from duties to outcomes. Instead of “manages a team of 12 professionals,” write “builds and leads a high-performing team responsible for the company’s most critical revenue function.” This reframing signals that you’re hiring for leadership, not administration.
3. Be specific about what success looks like: What will this person have accomplished in their first 12 months to be considered a success? Concrete outcomes, reducing loan processing time, launching a new product line, building a succession bench, do more to attract executive candidates than a list of generic responsibilities. They also signal organizational clarity, which high performers look for.
4. Write qualifications as a conversation, not a checklist: Distinguish between what’s required and what’s a bonus. A three-tier format works well: What you’ll bring (the non-negotiables), What we’d love to see (differentiators), and What doesn’t matter to us (signals about culture). That last category is underused and builds immediate credibility with experienced candidates.
5. Give a real picture of culture and leadership: Who does this person report to, and what’s their leadership style? How does the executive team make decisions? What’s the honest version of the company’s strengths and the challenges they’ll need to navigate? Senior candidates who are leaving secure roles want truth, not marketing copy.
6. Include compensation context: You don’t have to publish a precise figure, but a range, or at minimum a description of the total package (base, bonus structure, equity, benefits philosophy), is now expected at the executive level. Omitting it entirely creates friction early in the process and can filter out candidates who would have been a fit.

One Final Thing Your Executive Job Posting Should Do

Make it easy to take the next step. Many well-written job descriptions end with a generic “apply online” instruction that doesn’t match the level of the role. For executive hires, include a direct contact, ideally a named person, and a brief description of what the first conversation will look like. Reducing friction at the top of the funnel is how you keep passive candidates engaged long enough to reach the point of genuine interest.

The organizations that attract the best senior talent don’t just offer better roles. They communicate better. A well-crafted executive job description signals organizational maturity, leadership clarity, and a genuine respect for the candidate’s time and intelligence. That signal matters, often before a single conversation has taken place.

Need help attracting the right executive candidates?

Angott Search Group has been writing, sourcing, and placing senior leaders for over 45 years. We can help you define the role, craft the message, and reach candidates who aren’t looking.

The post How to Write an Executive Job Description That Attracts Top Talent appeared first on Angott Search Group.

We’ve made it our mission to build an environment where innovation is encouraged, collaboration is second nature, and personal and professional growth are celebrated.

At ASG, we believe that when you invest in your people, success naturally follows. This award is a testament to that belief and to our unwavering commitment to empowering every individual within our organization.

We know that happy, engaged employees lead to exceptional service for our clients, and we couldn’t be prouder of the impact our team continues to make every day.

We are deeply honored by this continued recognition, and it inspires us to aim even higher as we look to the future.

Thank you to every member of the Angott Search Group team for being the heart of our success.

The post Angott Search Group Named One of the “101 Best & Brightest Companies to Work For” – 16 Years in a Row! appeared first on Angott Search Group.

(248) 453-0092 | jgiacomin@asgteam.com

Human Resources: The Effective & the “What Could Be”

What was once referred to as the “Personnel Department” has evolved and is designated as Human Resources. Over time, the responsibilities of this business segment have become far more extensive than the days when even major corporations maintained a minimal staff of management and specialists devoted to this function. The modern HR department encompasses a wide variety of disciplines, including, but not limited to, benefits, safety, training, labor relations, and the area most relevant to my recruiting profession: assisting with the hiring and onboarding process.

When the company’s HR activity relates specifically to the hiring function, and there is a need to seek the assistance of an outside recruiting firm, the process works best when the recruiter is viewed as a strategic partner. I have found that when a human resource professional has a solid understanding of the company’s mission and coordinates the process openly and in a timely manner between the HR department, the recruiting firm and most of all, the hiring manager, wonderful things happen. Not the least that the company acquires the top performer they were seeking in a timely and profitable fashion. After all, a successful company is all about the people.

There are many exceptional client firms that we serve, and the subject of HR involvement reminded me of a particular company…an automotive supplier that has utilized our services during the past few years. Our activity has resulted in the completion of several highly successful assignments. The HR staff and top management have been quite satisfied with the people they have hired through our firm. The feedback we’ve received from the candidates about the company they joined has also been exceptionally positive…which may be the ultimate testimony.

I believe the relationship with this company is successful and has remained the case because of the excellent rapport and cooperation we have received from their human resource management and staff. Their HR people are accessible, responsive, and have a keen understanding of the importance of timing and the mission of their company. They know it’s critical to keep a contending candidate engaged and informed. Most of all, they encourage open, multi-directional communication, especially with the hiring manager. There isn’t a hint of defensiveness, top-down control, or turf protection, just an understanding that we all have one mission: to acquire the best talent.

I have had a long career, so there have been occasions (thankfully not too frequent) where the opposite has been the case. I will spare you the details except to say that there is a reason a company decides to engage our services, and if the common goals aren’t respected, it’s puzzling why they decide to use us in the first place. Taking a positive, open approach to the process is the cornerstone of a successful outcome.

Add End: Not too Strategic 😊

Player Representative: “Hello, Aaron Judge, star athlete of the New York Yankees, has a contract that is about to expire. He has expressed a desire to join your team.”

Official at a competing team: “That’s fine, but we already have a right fielder but thank you for thinking of us.”

Plugged-IN

“Hey, Joe… How is the job market?”

A week almost never passes that I’m not asked about the status of the automotive industry, coupled with my thoughts about the health of the job market.

Once upon a time, an analysis of this nature was easier to define. There were fewer auto manufacturers, no electric vehicles; artificial intelligence was science fiction, and the employment requirements for (one of my key specialties) automotive OEM suppliers were more predictable.

I’m from the school of thought that business isn’t always as bad, or as good, based upon information reported by media gurus, industry executives, and the assorted analysts who watch over things.

Within the automotive industry, there are certainly challenges. Top management at domestic and foreign manufacturers, along with their suppliers, is tasked with anticipating what consumers will want in three years and beyond.

I’m betting on a leveling off in sales of larger trucks and sport utility vehicles for the folks who don’t really need their capabilities, and less emphasis on the all-out pursuit of electric vehicles. It is expected that the move to EV’s will move toward orderly evolution with near-term options of internal combustion and hybrid offerings readily available. Could a return to sedans, coupes, and a few hot convertibles be on the horizon? OEM’s who get the product mix right are going to win big. (Note: Buick has a long-overdue sedan on the horizon)

Relative to employment: There are plenty of opportunities for any job candidate who represents a positive impact for a prospective employer.

Job candidates: Define your specific target companies based upon factors important to you and attributes/qualifications you believe will be attractive to an employer. Prepare a short, highly focused list of target companies. Know what you bring to the table and be prepared to present yourself in a brief but comprehensive manner. You may be surprised by the results.

Employers: Nothing beats an organized, professionally managed interview process that progresses in a timely fashion. As I often say, job candidates are observing your company, your people, and how they interact with them. Screen the candidates in… and keep them active and informed.

In summation, there are challenges in the marketplace – always have been. However, top people are changing jobs, and companies are actively and aggressively hiring the best.

Top people are changing jobs, and companies are actively and aggressively hiring the best.

The post Re:Search | Spring 2026 appeared first on Angott Search Group.

Angott Search Group, a leading national executive search firm, is pleased to announce the addition of Josh Bratzler as an Executive Recruiter and Financial Services Search Specialist. Josh joins the firm’s Financial Services Practice, where he will focus on partnering with banks, credit unions, and fintech organizations to identify and place senior executives and key leadership talent.

Josh specializes in C-suite and critical leadership roles, working closely with boards of directors and executive teams to deliver candidates who bring both strategic vision and strong cultural alignment. His disciplined approach to executive search includes clearly defined role parameters, targeted market mapping, and a rigorous vetting process designed to ensure long-term performance and impact.

In addition to leading executive searches, Josh serves as a trusted advisor to his clients, offering guidance on leadership team structure, succession planning, and long-term talent strategy. He understands the complexities of hiring within regulated, trust-based industries and takes a consultative approach to help organizations make confident, informed hiring decisions while minimizing risk.

“Josh brings a thoughtful, strategic perspective to executive search in the financial services sector,” said Chairman & CEO Mark Angott. “His ability to align leadership talent with organizational goals, combined with his consultative mindset, makes him a valuable addition to our team and a strong partner to our clients.”

Josh’s expertise in delivering targeted executive search solutions positions financial institutions to secure top leadership and build teams that drive sustained success.

For more information, please contact:
Stephanie McPherson Vice President of Operations & Marketing
(248) 453-0076 | smcpherson@asgteam.com

To reach Josh Bratzler directly:
(615) 257-5153 |josh@asgteam.com

The post Josh Bratzler | Financial Services Practice appeared first on Angott Search Group.

The disconnect rarely starts with bad intentions. It starts with a bonus structure that rewards closed deals over collaboration, or a review process that spotlights individual output while team outcomes go unmeasured. Over time, employees learn to optimize for what gets noticed. If the system rewards individual wins, that’s where their energy goes, even when it costs the team.

Closing that gap requires more than tweaking a scorecard. It means auditing what your incentive structures are actually encouraging and being honest about whether those behaviors serve the organization’s broader goals. Here’s where the misalignment tends to show up, and what high-performing organizations are doing to correct it.

Understanding Performance Metrics Misalignment

Individual metrics focus on a single person’s output. For example, lines of code written or individual sales. In contrast, a team metric focuses on achieving collective success. When an organization rewards individual metrics, it risks failing to advance the team, particularly when those metrics conflict. Sales volume is a good example: any individual may prioritize higher sales (quantity) over customer experience or satisfaction (quality).

If individual salespeople are rewarded based on the number of clients they sign, they may sign “bad-fit” clients to hit their quotas. The team is then left to deal with a high-churn, low-satisfaction workload. The individual’s motivation creates misalignment within the team.

Impact of Misaligned Performance Metrics

Misaligned performance metrics often drive organizational dysfunction. In many cases, they result in strategic failure. Team members head in different directions, resulting in wasted time, resources, and failed initiatives. Slowly, teams suffer from cultural erosion and low morale.

Here are some of the main effects of misaligned performance metrics.

Effects on Team Cohesion and Collaboration

If metrics favor individual achievements over shared outcomes, teams can quickly become siloed. Employees focus on their own metrics, sometimes competing with teammates to protect their performance at the expense of broader strategic objectives. Reduced productivity and efficiency result, especially when team cohesion breaks down.

Whether team members are hoarding information or competing internally, this creates a ripple effect that leads employees to prioritize personal metrics over collective success.

Consequences for Organizational Efficiency and Goal Achievement

In many cases, misaligned performance metrics between individuals and their teams acts a silent killer of efficiency. An organization may waste resources, damage internal culture, or fail to achieve long-term goals.

While the effects may not be noticeable right away, misalignment can lead to significant missed strategic targets. You risk this if metrics do not cascade from the executive level down to individual tasks. In these cases, an organization fails to establish a clear line of sight between day-to-day work and top-level, long-term goals.

Strategies for Aligning Individual and Team Performance Metrics

If you suspect misalignment is affecting your organization, it’s crucial to take action. Aligning individual and team metrics will require starting with organizational goals and working your way down to the individual level.

Here are some top strategies to implement in your organization:

• Always cascade goals, starting with high-level objectives, then team goals, and finally, more specific individual KPIs. The goal is to set goals that help everyone understand their role within the bigger, organization-wide picture.
• Lean on mixed metric models, combining individual and team-based goals to encourage greater collaboration. This tactic will help prevent siloes, ensuring employees are rewarded for both personal achievements and the team’s overall success.
• Seek regular, ongoing feedback via one-on-one meetings. Connect individual daily tasks to team objectives and adjust as needed.
• Align incentives, designing reward systems that recognize individual performance based on how it contributes to the team. This strategy helps foster a culture of shared success.

Role of Leadership in Performance Alignment

Leadership remains a crucial piece of the puzzle, acting as a bridge between strategic goals and operational execution. Good leaders effectively align performance by establishing a clear vision, fostering a unified culture, setting measurable goals, and breaking down departmental silos. The opposite effect, encouraging misalignment, is a consequence of poor leadership.

Seek out leaders who model desired actions, provide clear and consistent communication of goals, and encourage active participation. You will also want to stay on top of leadership performance measurement KPIs.

The post The Growing Gap Between Individual Performance and Team Performance Metrics appeared first on Angott Search Group.

Master Your Next Interview: A Candidate’s Guide 

When you land an interview, the real work has only just begun. Most candidates don’t lose interviews because of experience; they lose them because of preparation. 

A strong interview performance is rarely improvised. Whether you are interviewing for your first professional role or your next executive position, the fundamentals remain the same. 

To perform your best, focus on four key areas: understanding the company, preparing thoughtful questions, crafting strong answers, and handling logistics. 

Research the Company 

Surface-level knowledge will not differentiate you. Hiring managers can tell immediately whether a candidate has done their homework. According to @Tom Blackwell, Financial Services Recruiter at Angott Search Group, these are the five key areas most candidates overlook when researching a company before an interview. 

1. Industry and Market Position: Industry Overview, Competitors, & Market Share and Reputation. 
2. Financial Health: Revenue and Growth Trends, Investments and Funding, & Stock Performance. 
3. Leadership and Team: Executive Team, Organizational Structure, & Company Culture. 
4. Company News and Press: Recent News, Awards and Recognitions, & Public Perception. 
5. Company’s Future Outlook: Strategic Goals, Expansion Plans, & Industry Challenges. 

Where to find this information: 

Company Website: Check out the “About Us” section, company history, and mission statement. Look at the “Leadership” or “Team” section. Read the company’s press release section on their website. 

Social Media: Examine the company profile for an overview and key updates. Look at the profiles of the CEO, executives, and key team members. 

Business News Sites: Websites like Bloomberg, Forbes, and Business Insider often provide insights into market position and competitors. 

Yahoo Finance & Google News: Look at financial data, stock performance, and recent news.  

Industry Reports: Use sources like IBISWorld, Statista, or MarketWatch for industry analysis. 

Preparing Questions to Ask 

The questions you ask are often the clearest signal of how you think and how you’ll perform in the role. The candidates who stand out ask questions that reflect a real understanding of the role and what it takes to succeed. 

According to Natalie Arbuthnot, General Management Recruiter at Angott Search Group, avoid reflexive questions like “What’s the culture like?”, they do little to differentiate you. 

Ask These Instead: 

• “What does success look like in the first 90 days?” 
• “What are the biggest challenges facing this role right now?” 
• “How do top performers stand out here?” 

Each of these opens a meaningful conversation and signals that you are already thinking about how to contribute, not just how to get hired. 

How to Answer Questions 

Strong candidates do not just have good experience; they communicate it clearly, concisely, and with purpose. The way you answer matters just as much as what you say. 

Interviewers are listening for three things: relevance, clarity, and impact. 

Here is how to Answer the 5 Most Common Interview Questions from JT Westendorf, President at Angott Search Group. 

Tell me about yourself. 

• Start with your current role or most recent experience. 
• Highlight key accomplishments and skills. 
• End with what you’re looking for next. 

“I’m a Senior Analyst with 5+ years in financial services, focusing on data-driven decision-making and forecasting. I’m looking to apply these skills in a growth-oriented role where I can contribute to strategic planning.” 

Why do you want to work here? 

• Mention something specific about the company (culture, mission, product, etc.).
• Tie it back to your skills, values, or career goals. 

“I admire how your company prioritizes innovation and customer experience. I thrive on solving complex problems and would love to contribute to that mission.” 

What’s your greatest weakness? 

• Mention a real but non-critical weakness. 
• Show how you’re working on it. 

“I can be overly critical of my own work. It pushes quality, but can slow me down. I’m learning to balance perfection with efficiency.” 

Why did you leave your last job? 

• Be honest, but tactful. 
• Focus on your future goals. 

“I enjoyed my previous role but am seeking new challenges that align more closely with my long-term goals.” 

How do you handle difficult situations? 

• Share a real example. 
• Emphasize your calm and solutions-focused approach. 

“I step back to assess the situation, communicate openly, and focus on practical solutions, especially when teamwork is involved.” 

Logistics and Mindset 

At this stage, small details create separation. Being early, prepared, and composed signals professionalism before you say a word. 

• Confirm location, timing, and plan to arrive 10–15 minutes early. 
• Bring copies of your resume, a notepad, and prepared questions. 
• Dress appropriately for the company. 
• Prioritize rest and nutrition; your energy and focus will show. 

If you’re truly interested in the role, say so confidently and positively. Show that this is the opportunity you’ve been looking for and that you’re ready to contribute. Follow up with a brief thank-you note to reinforce your interest. 

Interviews aren’t just about evaluating your experience; they’re about seeing your motivation, attitude, and fit within the company. They’re also your chance to learn whether the role and company are right for you. Prepare thoroughly, communicate clearly, and approach every interview with focus and confidence. That combination is often what sets successful candidates apart. 

The post Master Your Next Interview: A Candidate’s Guide appeared first on Angott Search Group.

Angott Search Group originally acquired MRI Wausau in 2024 as part of its strategic expansion in the financial services sector. With the integration now complete, the firm will fully operate under the Angott Search Group brand, further strengthening ASG’s capabilities in serving community and regional banks across the country. 

Founded in 1980 in Wausau, Wisconsin, MRI Wausau built a distinguished legacy over four decades, earning a strong reputation for placing senior executive talent within community and regional banks throughout the Midwest. That expertise, spanning commercial banking, agricultural lending, credit, and executive leadership recruitment, is now fully integrated into Angott Search Group’s Financial Services practice. 

“This integration is a natural extension of our long-standing commitment to the financial services sector,” said Mark Angott, Chairman & CEO of Angott Search Group. “MRI Wausau’s deep Midwest roots and long-standing client relationships align seamlessly with our mission to deliver strategic, culture-driven talent solutions. We’re excited to bring their expertise fully into the Angott Search Group platform.” 

Scott Olson, Director at MRI Wausau, will continue with Angott Search Group as part of the integration, bringing decades of specialized expertise in banking executive search across the Midwest, particularly within community and regional banks throughout Wisconsin, Iowa, and Minnesota. 

“Becoming fully integrated with Angott Search Group allows us to continue serving our clients with the same relationship-driven approach they’ve always trusted, while benefiting from a broader national platform and expanded resources,” said Olson. 

The integration strengthens Angott Search Group’s ability to support community and regional banks seeking executive leadership in an increasingly competitive talent market. Clients can expect the same trusted expertise that defined MRI Wausau for more than 40 years, now backed by Angott Search Group’s national reach and expanded executive search capabilities. 

Former MRI Wausau clients and candidates will continue to receive exceptional service under the Angott Search Group brand, with access to a broader network and a full suite of executive search services. 

The post Integration and Rebranding of Management Recruiters of Wausau appeared first on Angott Search Group.