Change has, of course, been with us forever. The current rate of change, however, is new.
This shift is so profound that it challenges the very essence of what it means to be a leader. From a recruitment perspective it also means revisiting the multi-headed hydra known as "FIT". For example, in discussions with CEO's and Boards, it is commonplace to hear "comfort with risk," "learning agility" and "global reach" as critical leadership competencies.
The need for robust dialogue around the leadership competencies required for turbulent times is undeniable. Often absent from this discussion … how to assess these competencies during the interview. Now more than ever, the interview is a make or break issue.
Although engaging the candidate is an important facet of the interview, make sure to:
- Approach the interview as if it were a critical business meeting, e.g., develop a game plan prior to the interview.
- Remember, "success" draws verifiable evidence of past success.
- Employ a consistent approach when dealing with multiple candidates.
- Make the candidate feel comfortable and be transparent about your organisation and the mandate at hand (this is ultimately in both parties best interest).
- Write-up the interview.
Within a multi-stakeholder environment several key questions emerge:
- Have the appropriate stakeholders been engaged in the process to solicit their insights on the ideal candidate profile?
- Does everyone interviewing the candidate know their specific role and respective focus/probe areas?
- Is there clear alignment amongst all stakeholders as to what the role-specific leadership competencies are?
- Does each interview add value?
Shortcomings in either technique or process lead to poor decisions when evaluating "FIT". They become even more concerning when set against the new lexicon of leadership. Anyone who interviews as part of their role should ask "What am I and my organisation going to do to improve the way we interview?" Your capability to attract and assess top talent will continue to be critical to both your personal and your organisation's success. Indeed, it just might be dependent on it.
Insights from "The world continues to change … has the way you interview kept pace?" by Darren Raycroft.
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