The document discusses assessing strategic thinking skills in candidates for top management and director positions. It argues that while some may see this as a daunting challenge, it is actually mission critical rather than impossible. The approach outlined probes candidates with purposeful questions about the competitive landscape, their vision for the future, sources of information, and critical thinking to evaluate if they exhibit strategic thinking traits like creativity, innovation, and ability to articulate an vision. The document invites others to share how they assess strategic thinking skills.

1. Mission Impossible or Mission Critical?
Subject: Mission Impossible or Mission Critical?
From: <GAAP Financial Executive Search>
Date: 3/1/2013 11:34 AM
Mission Impossible or Mission Cri cal?
“Good morning, GAAP. Your mission, should you choose to accept it, is to assess the strategic
thinking skills of our top managers and directors. As always, we don’t doubt that your team will
succeed.”
We’ve taken liber es with the well‐known line from “Mission Impossible.” It ends with the
Secretary disavowing any knowledge of the Force’s ac ons, not with a client’s vote of confidence as
above.
Here is our point: Some interviewers consider it a daun ng challenge to assess strategic thinking
skills. They may wish that the mission, like the tape, would self‐destruct. But it’s not a mission
impossible. It is, however, mission cri cal.
Our approach to assessing strategic thinking skills has proven to be effec ve. Simply put: In a
disciplined manner we ask probing, purposeful ques ons and ac vely listen to the candidate’s
narra ve.
We ask candidates to describe the compe ve landscape: the industry, players, and peripheral
elements. What are the key threats, opportuni es, and pivot points? What is trending? What are
the compe tors’ next moves likely to be, such as new products or ini a ves? Should the
candidate’s company reframe its posi on in the marketplace? What are the trade‐offs?
We look at various facets of strategic thinking including crea vity, innova on, intellect, and
curiosity. We ask candidates about their sources of data and intelligence, about subject ma er
experts they reach out to. Does the candidate seek out diverse perspec ves and opinions? We ask
candidates to conceptualize the future. Is their vision of the future unique? Is it credible and
grounded in reality? How does it differ from conven onal wisdom? Some people are excited and
mo vated by the unknown, the ambiguous, and the paradoxical. Despite the risks they are able
and willing to ar culate their vision, to tell their story. Those people are likely strategic thinkers, or
they probably have the ap tude.
We examine the candidate’s cri cal thinking skills. What new insights has the candidate gained by
diving deep into the business and the industry? Were assump ons challenged and analyzed? Can
the candidate envision unintended consequences? Has the candidate formulated workable
solu ons to complex problems? We assess the candidate’s thinking style: does it appear to be
intui ve or fact‐based? Broad in scope or more linear and focused? Is there a mix of wisdom,
experience, judgment and analysis?
This is our approach. We would like to hear from others. Your mission, should you choose to
accept it, is to share with us how you assess strategic thinking skills.
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2. Mission Impossible or Mission Critical?
2 of 2 3/6/2013 11:05 AM