Dr. Todd Harris explains the various factors which come into play where the hiring of the top management is concerned. Watch Todd as he takes us through the effective use of PI and in assessing the
Dr. Todd Harris explains the various factors which come into play where the hiring of the top management is concerned. Watch Todd as he takes us through the effective use of PI and in assessing the organizational context similar to that of assessing candidates.
Hiring at the Top: Leveraging the PI for Effective Leader Selection Todd Harris, Ph.D. Director of Research
“ The most important responsibility that all of us have is to develop the leaders of the future. It’s the greatest challenge that we have, and the most important legacy that we can leave behind.” William C. Weldon Chairman and Chief Executive Officer Johnson & Johnson
The Key Question: What are the characteristics of the people that this person will be working with?
Peers – similar versus complimentary – some mixture is optimal – similarity builds trust, but can limit thinking and inhibit change – complimentary skill sets (e.g. “strong customer focus) must be valued enough to survive.
Similarity versus complimentary.
Effective leaders tend to hire others and build teams with complimentary skill sets.
Helping organizations understand how PI may contribute to the execution of their strategic mandate. For example, does the organization need a leader who is a strong visionary, or one that is more focused on achieving operational goals? This information can in turn feed into the company’s leadership competency model.
Helping organizations to be on the lookout for predecessor and team duplication issues. For example, if the previous CEO is High A, there often will be an automatic tendency to seek other High A’s, etc. If the previous CEO has failed there often will be an automatic tendency to look for the opposite PI.
Helping organizations to refine behavioral interviewing questions. For example, if the leadership position in question calls for a “team builder”, and a candidate’s PI does not naturally link with this particular leadership competency, interview questions can be developed which allow for additional “digging.”
PI validity study research can provide quantitative data about what successful leaders in a client organization tend to look like. For example, perhaps highly rated senior leaders in a certain organization are characterized by High D, wider B>C spreads, come from the Southwest region, and worked in the Product Development part of the business.
Research indicates that new leaders often underachieve because of things such as neglecting to re-create their internal networks, failing to incorporate performance and process feedback and being too “I”-oriented. Organizations can be on the lookout for early warning signs of these issues, and the PI can provide valuable insights into how to prevent or remediate them. For example, PI tells us that low B’s may need some help building networks, etc.
Research also indicates that leadership groups with a mixture of skills and personalities tend to outperform those that are overly homogeneous. PI can tell us if a leadership group or class is “top-heavy” in one way or another.
Competency Name: Passion for Operational Excellence
Competency Definition: Displays urgency, intensity and strong desire to achieve breakthrough performance on all defined financial, operational and customer satisfaction metrics. Provides focus, makes the tough decisions, and will align and influence the organization.