Face it… not all leadership roles are created equal. Optimally matching people – in the recruitment process or in the development process – to roles in your organization is a complex process.

    Skills and knowledge are important factors for people to be successful in their role, and we do a pretty good job at assessing this. We use great interview processes, scour the internet and our own networks for people who have done what we are also doing. Yes, previous work experiences may be key to success in a future role in your organization but…

    What about those critical personality traits? And, how do those personality traits meet the current design of your organization and the role?

    Do you need someone who is adaptable and spontaneous, or someone who is a planner and drives to a schedule? Is your organization undergoing change and is your candidate resilient to stressors, difficulties and the challenges ahead?

    I think it’s well worth the investment to bring data about personality into the decision-making process. Personality are stable characteristics that govern emotions and behaviour; experienced leaders can adapt their approach – and impact – by choosing to change their behaviour.

    We know the equation that determines the business costs when a bad hire is made; add the impact of lost productivity and engagement loss and you’ve got a compounded costly problem. When you’re choosing to hire or appoint someone into a key leadership role, use an unbiased assessment of behaviour in your decision-making process. It can help you plan (individually and organizationally) to address any gaps, and can lessen the potential for mismatch.

    These assessments are only a fraction of the cost of what it could cost your organization if there is productivity impact because the fit wasn’t right – fit matters!


    This article was published more than 1 year ago. Some information may no longer be current.