Q: We are a group of entrepreneurs excited about making our socially responsible start-up a success. Part of that success is bringing the right kind of Executive Director on board. In our discussions, we are struggling with how to draft a compelling position description to get the right person in the door. One of our biggest issues is, in our searching, should we highlight our need for results, or should we talk more about our desire to have a strong work culture that emphasizes professional development and personal satisfaction?
A: This is the question of the year.
Recently, there have been several blog articles discussing the pros-and-cons of this very issue. In the February 4, 2014, edition of Talent Management Magazine, Louis Hall asked what role the following quote plays in the workplace:
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” ― Maya Angelou
This is part of the ongoing dialogue about “results versus people.” Ideally, we need both. However, research shows the social and analytical parts of the brain do not operate in sync which is why many leaders lean toward one aspect or the other, rarely both. Those who successfully combine both the analytical and social components of leadership are truly exceptional.
Clearly, how people feel is critical to the analysis. Feelings drive results and can empower, motivate and precipitate success. (Or, they can do the opposite.) However, an outstanding leader or manager cannot sacrifice performance for employee gratification. So, a link between both must be struck. When people feel respected, empowered and considered, they tend to perform better. That being said, maybe the issue at hand for your group is not which direction to emphasize but rather how to find ways to single out potential leaders who possess both types of skills.
To that end, in your interview process, consider having a simulated, “case study” test to see how your preferred candidates respond to a particular situation. Instead of asking them to explain what they would do, have them actually act it out with a team of simulated employees. Even though this is not a real life situation, you will be surprised at how much you learn about your interviewees’ operating styles under stress. Another way to get at this information is to conduct detailed and personalized referencing which can focus on these issues from the perspective of former supervisors, colleagues and direct reports.
With the awareness of how critical it is to get both emotional intelligence and a results focus in your leaders, design your entire interview process to highlight these priorities. Stress its importance in your position description. Mention it during phone and in-person interviews. Evaluate it in simulated testing, and seek it in the referencing process. In other words, the importance of this issue should be woven into every part of your search process.
Contact Karen Alphonse at Karena@execSearches.com or visit ExecSearches.com for more information about our career coaching services.
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