The people I trust most in business conversations usually have fresh examples close at hand. Their taste feels current, their curiosity feels real, and their point of view feels lived rather than rehearsed.

The strongest creative execs I meet who are on the move don’t lead with, “I want to lead a team.”

If you’re coming out of a large org, get specific. What team or structure did you step into? What changes did you drive or experience? How did the business move as a result?

My client often talks about the emotional intelligence (EQ) of candidates I bring into the process. I focus on two key tenets:

I hear this a lot: "I want to build a team." Or, "I want to manage a team." Or both. Do you find yourself saying this?

In most of the search processes I'm involved with, candidates are usually in a reactive position. The employer dictates the schedules, interviews, and job outlines.

In an interview with a future employer, there are appropriate ways to discuss a bad previous work experience (and/or manager).

Over-talking is a leading candidate killer for my clients.

If you're on the market and talking to people who could line you up with a new professional opportunity, I suggest you prepare to answer these questions:

As professionals grow in their careers and move into more senior roles, references matter more and more.

Rather than putting all your emphasis on the deliverable, I suggest sharing more of your process.

My best conversations always involve the candidate asking me a lot of questions.

Understandably, it's difficult to schedule a conversation like this when you have a full-time job and family.

I always ask candidates to tell me their career story.

Tales of 2 calls:

When a candidate is meeting a headhunter, they should feel free to educate us.