The World Continues To Change. Has The Way You Interview Kept Pace?

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.

Technique

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.

Process

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.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

The Organisation Of Tomorrow?

Although much still needs to be done around organisation design the way forward is clear. The organisation we need to have top of mind as we come down the mountain - enabling us to come out of the COVID-19 crisis stronger - must display five qualities:

  • Fast
  • Flat
  • Focused
  • Flexible
  • Fertile (to new ideas)

We need to add "strong" because agility without strength is fragility - to break easily. "Strength" also implies a strong balance sheet, strong values, a strong brand, strength drawn out of diversity & inclusion and a strong team at the top. Being strong also speaks to the ability, especially in the most chaotic times, to make tough decisions.

Leaders, faced with a new challenge, all too often default into what worked in the past. Our brain is wired to save energy. Faced with a new problem or challenge, the default response is to replay a past behavioural repertoire that was assumed to be successful. We have to train ourselves or be coached to see new issues in a new way (mindset), starting with letting go of what worked in the past.

The need for agility clearly isn't limited to the organisation. And leadership clearly can't simply amount to more of the same. The behaviour we celebrated in the past has to give way to a very different sense of what it means to be a leader.

Optimism, hard work and passion (PASS-Inspiration-ON) as always, are the start of it - in that the more things change, the more some things stay the same. Comfort with ambiguity, tech savvy, resilience, coaching mystery, the capacity to build great teams and cultural adaptability (work concurrently in different cultures) are clearly part of it. But leadership agility (conceptual, practical, interpersonal, intrapersonal and learning agility) is at the heart of it.

Insights from "Leadership: Moving Beyond The Crisis".


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.