Hire a China Leader Who Delivers
the Business Results You Need
Your next China or APAC leader should be selected against the specific business results the role requires. Your decision should rest on evidence that the executive can deliver them—not on titles, claims or interview performance.
You gain greater certainty before the appointment and direct accountability throughout your new executive’s first year.
Most China Search Problems Begin Before the Search Starts
A search can produce attractive candidates while leaving the questions that will determine your new executive’s success unanswered.
The Role Is Defined Before the Situation Is Understood
The conventional search process begins with a job description and a list of candidate requirements.
But before anyone searches for candidates, you need to understand what is preventing the business from performing—and what authority, resources and headquarters support the new leader will require.
Otherwise, you risk replacing the leader while preserving the conditions that caused the failure.
Strong CVs Are Mistaken for Evidence
Candidates present impressive titles, employers and achievements.
Unless those claims are examined in depth against the results your business requires, you may be choosing the strongest interviewee rather than the executive most likely to perform.
The Recruiter Leaves When the Real Work Begins
Once the offer is accepted, the search is declared complete. The search firm’s accountability ends just as the executive’s performance begins.
Begin With Clarity, Not a Sales Pitch
The first step is a 45-minute confidential discussion about what is happening in your China business and what led to the current situation.
We will examine what you have already tried, the risks you see, your ambitions for China and the results required to achieve them.
Our discussion is designed to give you:
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A clearer view of the issues that require further investigation.
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A sounder basis for distinguishing a leadership problem from problems involving the mandate, authority, resources or headquarters relationship.
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An informed view of whether recruitment is the right response.
We will also determine whether I am the right person to help.
There is no pitch, no obligation and no follow-up unless you request it.
Clients Recognize the Difference Early
“First and foremost, we found and hired an outstanding individual for the role. It also changed the way we select recruiters, our perspective on how recruiters should bring value to their clients, and the importance of investing more time upfront in the process.”
Dan Brdar
Former President and CEO
Ideal Power
“At the beginning we had our doubts about the value-for-money. Especially because the initial offer from Palio was certainly more expensive than most HR service providers in China. But the intensity, quality and final success showed that ‘You get what you pay for’ is still valid. The value for money was very good…This was very impressive and a totally transparent and different approach.”
Toni Bernards
CEO
Battenfeld-Cincinnati
You Should Not Have to Manage the Recruiter
If you are responsible for China or APAC results, your role is to make the critical decisions—not chase search activity, reconcile conflicting messages from junior recruiters or repeatedly explain the mandate as the work passes from one person to another.
I have spent 40 years in Asia and 28 years conducting senior executive searches. I live in Beijing and understand both the expectations of Western headquarters and the conditions in which your new executive will operate in China.
The Palio Group is me—Michael Whelan. I personally conduct every stage of every search I accept.
I carry the understanding we build from our first discussion into every candidate conversation, assessment and client decision. No handoff to junior staff dilutes it.
Promises Matter Only When the Firm Is Willing to Back Them
A conventional replacement guarantee provides little protection against an executive who remains in the position but fails to deliver.
The Palio 7-Shield Guarantee protects you before, during and after the appointment:
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Top-10% talent standard: You decide whether the required standard has been attained.
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100% satisfaction guarantee: If you are not fully satisfied, I refund the fee you have paid.
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90% Year-One performance guarantee: For any shortfall below 90% of agreed Year-One performance, I refund your fee pro-rata the shortfall times two.
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Third-party due diligence: Independent background checks identify potential conflicts of interest, ongoing litigation and any history of court cases before you make the appointment.
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Full-day psychometric assessment: For senior appointments, a full-day assessment and one-hour client briefing are included.
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12-month free replacement guarantee: With an optional extension at the client’s discretion.
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12-month integration and performance support: I remain involved weekly, then biweekly and finally monthly to resolve friction and make the adjustments required to optimize performance.
These guarantees are the acid test of whether a search firm is willing to stand behind the result it says it can deliver.
The Real Outcome Is What the Executive Delivers
“Michael recruited me to a company with …barely any revenues in a very tough competitive market…ranked last amongst its industry rivals in China. It has taken…7 years, I have taken the company from near-zero to Euro 45 million in annual revenues, and from last to first place in industry rankings in China. I think this speaks volumes for what is possible with Michael’s quality approach to executive recruitment.”
Ben Xia
Managing Director
North Asia
European Airport Systems Company
A Clear Process From Business Problem
to Year-One Performance
1. Define the Business Problem
We begin with one question: "What business problem are you trying to solve in China—and what is preventing you from solving it?"
If the answer results in a decision to recruit, we define five to eight very specific, measurable Year-One business results. These are weighted to establish their relative importance and make clear what an ‘A’ performance in the role would look like.
We also clarify the authority, resources and decision rights your new leader will require.
2. Find and Assess the Right Leader
I conduct the entire search—from identifying and approaching executives across the agreed candidate market through in-depth interviews and finalist assessment.
I assess every finalist against the agreed business results, not merely a job description.
I examine what each executive has actually achieved and how those results were produced. I also test judgment, integrity, limitations and the risks the appointment may carry.
3. Make the Appointment Work
My responsibility continues throughout your new executive’s first year.
I work with you and the executive to maintain alignment around the agreed priorities—and to address emerging problems before they become expensive.
Make Your Next China Appointment With Certainty
I work primarily with CEOs and senior APAC leaders of American and European B2B manufacturers with global revenues of approximately $50 million to $500 million and significant operations in China.
Their companies compete through technology, engineering, precision manufacturing or differentiated industrial products. The assignments I accept commonly involve a China President, Managing Director, General Manager, APAC President or senior regional functional executive whose performance will materially impact the wider global business.
If your next China or APAC appointment will materially affect your global business, work with clear measures of success, credible evidence behind the person you appoint, and accountability throughout Year One.
Schedule a confidential discussion to determine whether Palio is the right fit.