5 lessons from 15 years recruiting business leaders

Last week, a flurry of congratulatory messages reminded me that RoundPeg is now 15 years old!

Here are five things I've learnt that contribute to making leadership appointments that last and make a positive impact: 

1. Laser focus on the future

Defining 'who' is required when making key leadership hires is often made looking in the wrong direction. It should not be backwards looking (we need another Dave) or sideways looking (we need whoever did 'that' for 'them').

Instead, the process should carefully identify the reasonable but critical outcomes this person needs to deliver over the next 2 - 3 years. Accomplishing future goals requires focusing on the "off-job-description" challenges, or rather, strategic objectives that will be appropriate for the next stage of business growth. 

2. Consult peers 

One of the critical factors in the success of new hires is that they enter a landscape of political support, including support from the person who hired them as well as that person's peers.

A great way to achieve this is to include key peers in the hiring process:

• Seek consensus on the strategic objectives (point one above)
• Request feedback on shortlisted candidates
• Invite them to attend candidate presentations
• Involve them in your post-interview decision making

When peers have been part of the decision to appoint a leadership hire, social pressure exists to help and support that person. After all, the process involved their consultation throughout. 

3. Fish in new ponds 

By defining the strategic objectives for which you are recruiting, you will unlock new talent pools.

For example, instead of looking for a Commercial Leader from the sporting goods industry, you might be looking for one who has launched a P.E.-backed consumer goods brand in North America. Your talent pool now allows you to consider a much broader selection of candidates from diverse backgrounds.

Some benefits of hiring this way are:

• Your employer brand can have extra appeal to candidates in adjacent sectors.
• The contextual relevancy of your new hire should increase your ability to achieve the defined objectives.
• Your new hire will help you attract and recruit people from less obvious backgrounds, increasing your workforce diversity and commercial results.

4. Frankly, leadership interviews are often poor

Typically the person leading the hiring process for a senior leader does not frequently hire for the role. An audience survey at a major US. HR conference revealed that almost none of the HR leadership received any training on conducting executive interviews. 

A recent Linkedin article reinforced the problem, listing some prominent CEOs' favourite interview questions. 

The repertoire included pseudo-science 'magic bullet' questions that some interviewers believe will reveal the inner soul of the candidate. Similarly, their reliance on the common-or-garden questions, where it's obvious what the interviewee should say in response.

Interviews should:

• Help engage the candidate in the role and organisation.
• Explore if the timing of the opportunity is suitable for the candidate.
• Assess if the candidate can and will do a great job.
• Investigate how the candidate will get along with their peers.

5. The importance of Onboarding 

Several notable institutions, including Harvard, researched the success rate of leadership hires. They found that nearly 50% had failed within 18 months, and almost 20% had concluded within just a few weeks they had made a mistake.

Some vital factors to realise the potential of your new hire:

• Most organisations make little or no contact with their new hire between the offer and the start date; this is a mistake. Use this time to maintain the energy of the hiring process and underline why they've made an excellent decision.
• Google found the most crucial factor in employee performance is psychological safety - the feeling of 'I am included, safe to make mistakes and secure to challenge without consequence'. Support all new employees to achieve this state of mind.
• Gartner Research uncovered that the more challenges new hires encountered, the more likelihood of success diminished. Between 7 to 9 significant challenges result in 35% of hires underperforming. More than ten substantial challenges lead to 40% underperforming. Decreasing the number of additional obstacles to allow focus on the role's tasks and responsibilities significantly improves your new hires' chances of success.
• Be patient. Research by SaplingHR identified that it typically takes a new leader eight months to reach maximum productivity.

The process of recruitment is like a blocked drain. It makes everyone tetchy, and no one wants to take responsibility for what's happened or fix it.

I'm on a mission to improve recruitment processes so more people are in the right jobs. Want to join this mission? Please Register for launch updates & offers for my forthcoming book: Interviewology - the art and science of recruiting great business leaders.