With consistent churn in leadership roles at all organization levels, we have to step back and ask the question:
- What are we missing in our selection process?
- How do we continually make poor selection decisions?
- And why aren’t we doing better?
Let us start with how we can get caught in the “likeability trap.” Barry Conchie and Sarah Dalton, in The Five Talents that Really Matter, found that likeability factors have a significant impact on how a candidate is perceived. The problem is that likeability will not correlate with whether the candidate can perform in a specific role. Throughout my career I have seen organizations select highly likeable candidates that go on to fail in the job, often within the first 6-12 months. In the selection discussions, likeability is often defended as the criteria and can often win out over the discussion on potential performance.
In this podcast, join the conversation to learn more about:
1. How we can mislead candidates.
Do you think it is possible to mislead candidates in face-to-face interviews? I have seen this multiple times—candidates feel they had great interviews, and then are shocked when they do not get the role. Misleading candidates can not only create negative experiences for them, it can also damage a company’s brand.
2. How 360 Assessments are subjective at best and biased at worst.
3. How misaligned incentives with search firms can advocate for candidates that may not be the best choice.
In this session, Barry and Sarah offer a path forward for how to audit and evaluate your selection process.
“Their strategy is to introduce tools and processes that guide the hiring, selection, succession, and promotion decisions toward a defined structure that has measurable outcomes.”
With each leadership selection decision, company performance is on the line—we can improve selection and have an enormous positive impact.