Optimize Your Editor-in-Chief Search With a 3 x 3 Plan

By Lisa Marshall, Senior Consulting Associate at KnowledgeWorks Global Ltd.
Lisa Marshall manages academic editor-in-chief recruiting solutions for KGL Consulting.
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Recruiting an Editor-in-Chief (EIC) is one of the most consequential leadership decisions a society can make. Securing the right person as incoming EIC helps position the publication for long-term growth. A weak process, however, can lead to a shallow candidate pool, misaligned expectations, and a missed opportunity at a pivotal moment.

Too often, organizations assume that posting the opening on their member channels will be enough to attract strong candidates. In reality, successful EIC searches require a deliberate approach. The strongest prospects are established, highly engaged leaders in their field. They are busy, selective, and unlikely to be actively scanning listings.

A practical way to approach the process is with a 3 x 3 plan: focus on the three most important components of the search and prepare for the top three questions qualified candidates are most likely to ask.

#1: Active recruitment

KGL Consulting has been approached by leading organization that are nonetheless disappointed that a previous EIC search produced underwhelming results. The problem is rarely the role itself; it is the assumption that visibility alone will generate interest.

The most qualified candidates must be identified, approached, and encouraged to consider the opportunity. Personal outreach takes time, but it remains one of the most effective ways to build a strong applicant pool. Contact from the organization’s representative can make a significant difference, especially when a candidate’s background is especially relevant and the recruiter can explain how the potential applicant can affect the future of the journal.

Intentional outreach also helps diversify the applicant pool. Rather than waiting for candidates to self-select, organizations can ensure they are reaching thought leaders with a broad range of experiences, perspectives, and institutional backgrounds.

#2: Put the right people on the search committee

An effective EIC search committee does more than review applications. An ad hoc task force or search committee signals seriousness, credibility, confidentiality, and fairness. Members and applicants alike want to be assured there will be no “backroom” appointments. Search committee composition should reflect the journal’s mission, its key stakeholders, and the level of governance required for such an important position.

The search committee chair ideally is a respected peer leader; for example, a senior member of the organization who has contributed to the journal, served on multiple committees, and understands how to guide a thoughtful, objective process.

Voting members should bring a range of perspectives. A strong committee might include the publications committee chair, a representative of readers and/or authors, an editorial board member, an early-career member, a peer editor from a noncompetitive journal, a scholarly publishing expert, and a liaison to the board of directors. This mix helps balance editorial, strategic, operational, governance, and community viewpoints.

Ex-officio, nonvoting members also play an important role. Senior journal staff can provide continuity, institutional knowledge, and operational context without shaping the decision in ways that may limit committee independence. The result is a process that is both informed and transparent.

Should the current EIC join the search committee? Typically, no. A valuable function of the EIC function is as a resource for applicants who want to know more about the day-to-day work of the EIC. Candidates must feel free to present a dynamic vision for the journal to the search committee without fear of offending or being shut down by their predecessor.

#3 Prepare for candidates’ top three questions

One of the most common weaknesses in EIC searches is that organizations prepare extensively to assess candidates, but not always to be assessed by them. The strongest EIC candidates are discerning. They must decide whether the role justifies the investment of their time, professional capital, and leadership energy. Outstanding candidates are evaluating their potential fit in the role just as carefully as the search committee is evaluating them. They want clarity about the journal’s future and the organization’s commitment.

Question 1: What is the society looking for, and where does it want to take the journal?

Top candidates want to make a meaningful mark in the field. They are interested in the strategic direction of the publication, its current standing, opportunities for growth, and the priorities the society expects the next EIC to address. If an organization cannot articulate its priorities clearly, it becomes harder to attract the most inspiring candidates.

Question 2: How much time will this role require?

Most of the candidates identified early in the process as “ideal” by thought leaders will say they are too busy to consider the role. If they agree to talk with the recruiter, candidates want to understand the expected level of effort in concrete terms. That means discussing the approximate hours or percentage of time involved; how the workload is distributed between the EIC, editorial board, and staff; and whether the role can be supported through academic or clinical time. Clear answers reduce uncertainty and help candidates assess feasibility honestly.

Question 3: What is the compensation?

EIC compensation is rarely a simple question of stipend amount (although all candidates ask the question). It is also a matter of opportunity cost. Senior leaders are weighing this role against competing demands on their expertise and time: clinical, academic, administrative, and/or research commitments. Organizations that recognize that reality are better positioned to structure an offer that feels serious, respectful, and competitive.

The takeaway

EIC searches succeed when they follow three clear principles:

1. proactive outreach;
2. well-structured plans for the search committee; and
3. a candidate-centered approach with preparation to address at least three of potential applicants’ foremost concerns.

KGL Consulting can help

An EIC search is demanding. It takes significant time and resources to recruit a targeted group of qualified and diverse candidates, hire an individual with the requisite professional experience and personal qualities, and provide appropriate transparency. Yet, these are vital to upholding a society’s reputation and increasing journal impact. Learn more about how KGL Consulting manages EIC recruitment on behalf of many societies each year, helping to set journal programs on a path to even greater success.

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