Myths and Realities: CXO Hiring

In the post I shall try and recount my experiences around prevailing but often ignored #myths abut #CXO. There are several myths about CXO roles in an organization. We tend to carry it because of #UnconsciousBiases. We are not even aware of their presence and how it may be affecting our #SelectionParadigms.

One could be that a person at CXO level could handle anything well. Not only this he also needs to be better than everyone else in that function. Another could be if a candidate has extensive experience in a particular industry, they will automatically excel, in that sector, in future as well. #PastSuccess guarantees #FutureSuccess. Yet another could be that #Financial #Performance is the only indicator of success. Another one could be execution is about #Results.

I wish to seek your inputs and experiences around these themes - do you think they exist as myths or reality is different from what is shared here. Let us pick them one by one, for clarity.

A person holding a CXO position is critical for organization, sure. However, does he need to be a #master of all he surveys? Possibly no. At this level it becomes more important to extract work from others, engage others deeply and make people feel they could deliver more. It may not necessarily be about #DoingItYourself. Challenge is that we live in a society that believes in #DIY culture and where #Trust levels are lower than desirable. Could it be one reason, why CXO are expected to be #SuperPeople at executing tasks?

The second myth is that an industry specific experience is a guarantee of future performance success. At a leadership level, one must be able to think differently and be able to make the team to look into newer opportunities and dimensions. Same set paradigm of old world may not necessarily take an organization to the next level, in future. Future-readiness is not necessarily contingent upon past paradigms. Industry experience is important, but execution excellence is more about leadership qualities, problem-solving abilities, and the ability to adapt strategies to changing environments. A strong executor can succeed in different industries with transferable skills like agility, decision-making, and operational oversight.

Someone with experience is larger corporates will fit better in smaller size organizations. This is not necessarily true. Smaller organizations have structural, system-related and also response related challenges. Some key issues like adaptability, frugality, and hands-on execution, are often different from those needed in larger corporate settings.

Yet another myth could be that the most experienced person will always be a better fit. Experience matters, but cultural fit, agility, and alignment with the company’s vision are equally important.

These are some issues that may not necessarily catch attention and therefore draw priority unless these are articulated clearly for the hiring team. These issues also need to be affirmed and discussed openly. Different organizations may need different solutions and paradigms for success of a person. Values alignment is therefore a critical issue that does not normally get enough and appropriate attention.