Top Characteristics of Successful Independent Executives

We understand that most independent executives are at the top of their field. They are the best at what they do and can solve most CEOs’ problems. So why isn’t anyone signing on the dotted line or referring more?

By far, doing one’s own business development and sales is the most challenging part of being an independent executive. We often hear, “It is so much easier to sell someone or something else than myself.” One would think that, because nobody knows an executive better than him- or herself, he or she would be the best person for the task.

So why are some executives really good at it while others struggle year after year?

Independent executives don’t become successful without having extensive knowledge and years of experience. However, there are some who go on to be more successful at securing opportunities than others. We have seen this more influenced by traits and characteristics than work history and methodology. Not all are needed at all times, and fortunately, most can be learned if they currently don’t sit on top of your “strengths” list. As obvious as most are, there is a fine line between executives who can check them off on a list versus those who leverage them for success.

Honesty goes well beyond the obvious “do not lie” principle. Being honest with clients and oneself can have a ripple effect in many areas. First, executives should be honest with what type of work they want to do and what they are really good at. Find the passion and don’t lose sight of it.

While it is true that clients are attracted to those with impressive credentials, that doesn’t mean an executive should lie or embellish accomplishments. Exaggerating work experiences and skills might land a client but will put the executive in a position they won’t be qualified to deal with or take more time while they learn, causing issues for the client and damaging the executive’s reputation in the process. If executives are honest about their capabilities, they’ll find the clients best suited for them.

Next, an executive should not lose sight of why he or she was brought in by the client. Fear of losing a client due to telling them something the client doesn’t want to hear rarely ends well. We have seen executives not be upfront with their clients about what they see because it could cut an engagement short or upset them. When working with clients, they and their company come first, so tell them the reality and not just what they want to hear. Given the nature of the situ