Leadership Hiring Pitfalls

You’ve just recruited a new Executive and today is their date of joining. As you gather the team to announce their new head, you notice apprehension and concern in their expression. What could possibly be wrong here?

Well, a lot. The risk of hiring the wrong person in a senior role and the impact of this is very significant and can cause a disruption in the workforce.

Consider the existing framework

Executives tend to make the mistake of overlooking the organization’s culture fit when hiring new talent. They think they are a better judge of character by virtue of their position and experience, however, the reality is very different.

One needs to take into consideration the department and its existing team during the recruitment process, as their collaboration is what makes the difference in performance excellence and organization success.

Good organizations and leaders understand this and will always involve all stakeholders, especially colleagues and those with whom the new joiner will be working with. This reduces risks and ensures various aspects are addressed in the evaluation process. It also ensures a level of commitment and vested interest in supporting the new joiner’s success.

Analyze the recruit - solo or team player?

Speaking from experience, I have seen new Executives who are unable to work in the spirit of teamwork and cooperation. Some individuals are just not wired for it. They love to glow in the limelight, and often at the expense of their colleagues, like to sprint ahead to win a race with poor consideration for unison and shared success.

To them, work is about competition. This could also mean undermining others, often key contributors to organization performance, in the process to be the best. In meetings, they love the sound of their own voice and are often distracted when others speak with a narrative that is alternate to theirs.

Other tell-tale signs are issues with authority and inability to take developmental feedback positively, often with a need to control the opinion of others. Their impact on an organisation should never be underestimated.

Peek into their mindset

A value-driven culture that has taken years to build can be undermined very quickly by a senior executive whose values are not aligned with those of the organization, which leads to resignations, disengagement and stress to relationships ultimately dampening leadership team performance. It also wastes valuable time which should otherwise be spent on the business.  

So how did these executives, who are such culture destroyers, attain their leadership position in their previous employment in the first place? How did they become the individuals they are today? Many factors could cause this including parent-child relationships, their family circumstances and other factors relating to their personal development journey.

It is sad to see many organizations today supporting individualistic cultures and pitting leaders against one another often with scant regard for values of teamwork, trust and collaboration.

The second driver is the desire to please others. Some people are good at managing single relationships and providing cover for themselves and their shortfalls. However, in an increasingly complex matrix organization with multiple stakeholders, it becomes difficult to disguise flaws, as there are so many relationships of dependency for success and so many watchful eyes. People’s real values are revealed through their actions, not words.

Solutions to consider

So what can leaders do to ensure that they build the right culture, as well as attract and retain individuals who could bring value to an organization and its goals? I recommend the following qualities to build on to cultivate a culture of success for all stakeholders in the organization. These include:

1. Organisation Values: Set values that reflect teamwork, collaboration and trust. It is important that these are bought to the forefront and employer actions are accountable to reflect these through their actions. These needs to be regularly discussed, understood and adhered to. HR with senior management should be empowered to enforce them.

2. Hiring Process: Ensure all stakeholders have an opportunity to provide their feedback. This includes colleagues, peers and direct reports. Also implement competency-based interviews to assess behavior and demonstrated values in real work situations. Conduct references, as well as be open and clear on the parameters of success in your organization.

3. Measure Performance: Ask their peers, direct reports and those with dependencies to provide their feedback at the time of probation and regularly thereafter. This should be done by a direct reporting manager, who is professionally trained. Ensure this is addressed and provide regular coaching feedback.

Take initiative for damage control

Let’s assume you’re reading this after you’ve welcomed your new recruit. You may now be witnessing considerable agitation in the organization, including stress linked to your recent hire. In this case, you need to take action.

On the surface, your new employee is a good person. He or she may be working hard but struggling to fit in with your culture of teamwork, trust and collaboration, as well as stakeholder management.

If it’s still not working out - after emphasizing your values, ensuring comprehensive checks during the hiring process and providing feedback to steer the individual on the right path - it may be time to draw a conclusion for both sides.

This should be done mutually, in a manner that is respectful and agreeable. Sounds easy, right? Well, this process is often handled badly without decorum and respect, which impacts the employer’s brand image and market reputation.

More on this topic in my next article. Stay tuned!