"In my current job, I work with large healthcare corporations recruiting C-Suite executives to join their operations. Last year, I was working with a large health system out west that had experienced some bad turnover of their CFO and COO position within weeks of each other. As always, my first order of business with a new client is to conduct an intake session where I interview key stakeholders that will work with the position I am recruiting for. Upon doing this, it became evidently clear that the culture among the group was shattered because of the actions of the CEO of the organization. Being an outside consultant, I began preparing necessary feedback from the stakeholders that I felt impacted the ability to be forthright with candidates that we would have for the position. I used this information to have a direct conversation with the CEO, who I would be working side by side with during the recruitment of both positions. While the initial conversations were difficult at first, she really opened up to me about her leadership style and we used a lot of her style to talk about during screening and interview processes. This ended up with the group making two great hires."