Kay Linder

That can be in new client generation because I could go back and connect to people. One of the things I love doing is if somebody's new to a particular niche in the nonprofit area, let's say they've never worked at a children's museum before. I can introduce them to a lot of their peers at other institutions because I remember those and I've built those relationships.

That can be in new client generation because I could go back and connect to people. One of the things I love doing is if somebody's new to a particular niche in the nonprofit area, let's say they've never worked at a children's museum before. I can introduce them to a lot of their peers at other institutions because I remember those and I've built those relationships.

So again, they don't feel alone in learning the industry, but they immediately have a ready set group, a peer group to talk to. So I think that instinct of listening and pairing and matching is something that's been very helpful to me. I also feel like I use my head, heart, and gut together in a meaningful way. Head is the analysis of the work.

So again, they don't feel alone in learning the industry, but they immediately have a ready set group, a peer group to talk to. So I think that instinct of listening and pairing and matching is something that's been very helpful to me. I also feel like I use my head, heart, and gut together in a meaningful way. Head is the analysis of the work.

The heart is, do I have a real passion for the work that they're doing or taking on this search for what it means? And then the gut is the gut check, right? Everything else can be alignment, like with a candidate. They have a passion for my client. They have all the skill sets, but there's something off or not. That's the gut check.

The heart is, do I have a real passion for the work that they're doing or taking on this search for what it means? And then the gut is the gut check, right? Everything else can be alignment, like with a candidate. They have a passion for my client. They have all the skill sets, but there's something off or not. That's the gut check.

So I don't allow myself to get carried away with candidates because they look so good. I'm always listening to my gut. Because I'm keeping those careful conversations I have with the client top of mind. And I know the client's strengths and weaknesses and what kind of person they need to have and what kind of person they can't have. And that constantly directs my conversations with the client too.

So I don't allow myself to get carried away with candidates because they look so good. I'm always listening to my gut. Because I'm keeping those careful conversations I have with the client top of mind. And I know the client's strengths and weaknesses and what kind of person they need to have and what kind of person they can't have. And that constantly directs my conversations with the client too.

You know, it's a funny question because one of the things I think from the start I did right was fearlessly calling people, not worrying about their title. I remember when I first started with Thinking Ahead, I was at that time not in our nonprofit division and I was calling partners on Wall Street. They were all making over a million dollars. And at that time, I was not, nor am I now.

You know, it's a funny question because one of the things I think from the start I did right was fearlessly calling people, not worrying about their title. I remember when I first started with Thinking Ahead, I was at that time not in our nonprofit division and I was calling partners on Wall Street. They were all making over a million dollars. And at that time, I was not, nor am I now.

But just picking up the phone and calling them and just not worrying about what I know or not know and realizing my role was to listen and develop a rapport in a relationship. That's just served me well throughout my practice. That doesn't mean I only gravitate towards the senior level people in the organization.

But just picking up the phone and calling them and just not worrying about what I know or not know and realizing my role was to listen and develop a rapport in a relationship. That's just served me well throughout my practice. That doesn't mean I only gravitate towards the senior level people in the organization.

But frankly, they're the ones that make decisions on who the organization is going to work with, etc. So I think that's a good thing. I think maybe throughout my career, there have been times when one of my Achilles heels is not being willing to give up on something and see it through.

But frankly, they're the ones that make decisions on who the organization is going to work with, etc. So I think that's a good thing. I think maybe throughout my career, there have been times when one of my Achilles heels is not being willing to give up on something and see it through.

And frankly, there's sometimes that relationships and clients, you know, it's just not meant to be where it outgrows its purpose and recognizing that living with it and being okay with it. I think a lot of times over 26 years, there have been some critical times when I haven't given up quickly enough and gracefully moved on to something else.

And frankly, there's sometimes that relationships and clients, you know, it's just not meant to be where it outgrows its purpose and recognizing that living with it and being okay with it. I think a lot of times over 26 years, there have been some critical times when I haven't given up quickly enough and gracefully moved on to something else.

There's one point I would like to make because when I'm talking to people considering a career in recruitment, I think if you're good hearted, which most of us are, there's this perception that a lot of the work that we do is finding people jobs and we don't. And the reason I mentioned that is is that of all the roles that we play, the one that I try not to play is serving as a therapist, right?

There's one point I would like to make because when I'm talking to people considering a career in recruitment, I think if you're good hearted, which most of us are, there's this perception that a lot of the work that we do is finding people jobs and we don't. And the reason I mentioned that is is that of all the roles that we play, the one that I try not to play is serving as a therapist, right?

Because a therapist is really working with somebody that's got a lot of emotional and things that they can do on their own or with loved ones to do that.

Because a therapist is really working with somebody that's got a lot of emotional and things that they can do on their own or with loved ones to do that.