Executive Search

When it comes to the hiring process we have put hundreds of hours behind dozens of methodologies and frameworks. We have questioned and analyzed the best brains of human science and psychology to understand mind and behavior.  Despite our research, methodology, and success rate in Executive Search, we are humble enough to know that no one has the capability to adequately analyze and assess the human mind (the control center of all action and habit).  In this article we will lift the lid on Marq Neasman Consulting’s framework, principles, and practical insights to govern your executive search. 

A Culture of Guessing 

Any experienced recruiter would be intelligent to refer to their work as a practice. Because unless they have had the opportunity of getting to observe a candidate under a multitude of scenarios, it is almost impossible to have an adequate gauge of talent.  Whether a seasoned board of directors, a talented c-suite, or a third party recruiting firm, anyone with a significant degree of understanding concerning the human mind will admit that their hiring process is not perfect, and should be approached with the utmost humility.  

Traditional recruiting relies heavily on past experiences as a proxy for future potential. The problem? Past environments rarely mirror the present, and accomplishments in one role don't guarantee success in another. We're essentially playing a guessing game, hoping past experiences translate into the specific needs of a new role. 

They would also admit the organization’s culture, goals, and established leadership is a far greater determinant of success than any new hire could be, but more on this later. So in context, the current state of recruiting is a culture of guessing, because in most cases, you have not had the opportunity to test an individual’s capabilities in your organization’s environment.

Here’s the facts, the hiring process in general is based on an analysis of the past.  Leaders and recruiters are attempting to gauge whether previous knowledge, experience, accomplishments, and failures, are indicators of a person’s ability to succeed in the future.  The problem with this framework is most of the determinants of success cannot be seen on paper or in metrics. If this is true, then we should be willing to reconsider how we go about vetting talent.

It may do you well to know the guessing approach has historical roots. In the early 20th century, psychologist Hugo Münsterberg, a pioneer in industrial psychology, advocated for selecting workers based on their aptitudes measured through standardized tests. While this paved the way for more scientific hiring practices, it still focused on past performance indicators rather than future potential.

Principles for Hiring High-Performance Leaders

Have you ever noticed that there are some people that can continuously recreate themselves and succeed?  It is as if they continue to grow and thrive, breaking new molds and boundaries.  You have seen and heard some of them; the most popular being Elon Musk who went from merchant, to eclectic vehicles, to underground transportation, to social media, and even a private education.  

Before Musk, there was Richard Branson, who still continues to break molds.  He started as a manager and producer through Virgin Records, which has since grown today owning Virgin Mobile, Virgin Airlines, Virgin Cola, and even Virgin Cars.  Research reveals there are many individuals similar to the aforementioned.  But the question is how?  And what can you do as an employer to attract (or groom) High-Performance Leaders with their same degree of insight? 

We believe the question is not found in what a person has done in the past, but actually what they understand about the principles of success.  These principles are evergreen, and do not change no matter the setting or circumstance.  So the true gauge of one’s ability to produce in the future can be determined based on their grasp of what it takes to be successful.

Our current process of talent analysis bears the flaws of not being able to assimilate all of the knowledge a person contains to determine their potential for success in any particular role.  

Beyond the Individual: Culture, Leadership, and Goals

As mentioned prior, a quality hire isn't just about the candidate; it's about the bigger picture. There are factors that dictate the outcome of a candidate far more than their competency, connection, and capacity to do the job. Consider these three pillars:

1. Culture: A high-performer in a cutthroat environment might struggle in a collaborative one. Understanding a company's culture and aligning the candidate's values with it is crucial.
   

2. Leadership: Strong leaders elevate those around them. Does the candidate have the ability to inspire and guide others towards shared goals? This trait is impossible to hide. The right questions will reveal it almost instantly.
   

3. Organizational Goals: Where is the company headed? Does the candidate possess the vision and skills to navigate the path ahead? Often times this is as simple as deciphering whether a person has a growth mindset or a fixed mindset. Hint: Optimism always wins.

Turning Principles into Practical Applications

​​The world of recruiting is built on a gamble. We pore over resumes, assess past successes and failures, even delve into educational backgrounds, all in a frantic quest to predict future performance. But what if the key ingredient isn't on a resume at all? What if the real determinant of success is a candidate's understanding of success itself?

The High-Performance Leadership Hiring Model

Here's a simple, yet powerful, framework our Executive Search team uses for our public, private, and government clients.  The HPL Hiring Model is based on two key elements establishing high-trust and high-impact. These core elements place the candidate is the best position to obtain maximum influence, and grants the organization the most insight to the character traits the ultimately lead to their success:

1. Define Success: Clearly outline what success in the role looks like, focusing on desired outcomes rather than just tasks.  KPIs work well, but getting to the core outcomes required allow for more creativity, and provide a better understanding of the end goal in the organization’s overall impact, income, and influence.
   

2. Culture Deep Dive: Immerse candidates in the company culture through interviews, team meetings, and even informal social interactions.  Pre-exposure is critical when hiring leadership.  It is far more of a dating game than a typical hiring process.  One of the primary reasons is because of the risk and responsibility
   

3. Leadership Assessment: Evaluate the candidate's ability to motivate, delegate, and inspire, using simulations or case studies.  Our suite of High-Performance Leadership Systems®, including the High-Performance Leadership Assessment® and the Neasman 360® are always favorites of board members and business leaders.
   

4. Goal Alignment: Ensure the candidate's vision for the future aligns with the organization's strategic goals.  Establishing buy-in culturally, financially, and relationally are great, but if there is no synergy in vision and goals there is no chance of long-term success.  

This model fosters trust by focusing on the 3C’s (Competence, Compatibility, and Capability) instead of just experience. By prioritizing cultural fit and goal alignment, you empower candidates to succeed within your unique environment.

Case Study: Building a Sustainable Future

We implemented this method for a company which will remain unnamed due to clauses in an active NDA at the time of writing this.  We will refer to this company as the “XYZ Corporation”.  This leading manufacturer needed a Chief Sustainability Officer (CSO). They entrusted us to apply this model, prioritizing a deep understanding of sustainability principles and a clear vision for integrating them into existing operations. The result? They hired a candidate with less direct experience but a strong grasp of the challenges and opportunities. Within a year, XYZ exceeded their own sustainability goals, proving that understanding the principles of success trumps experience when it comes to driving impactful change.

Historical Example: Honeywell International's CEO Search (2002)

Honeywell International, facing a downturn in the early 2000s, needed a leader who understood the complexities of the aerospace industry but also had a vision for diversification beyond their core business. Their board adopted a similar approach, prioritizing leadership qualities and strategic thinking over a strictly aerospace background. This led them to recruit David Cote, a leader from General Electric with a strong track record of growth and innovation, but limited experience in aerospace itself. Cote successfully diversified Honeywell and led the company through a period of significant growth, proving the effectiveness of looking beyond just past experience.

Power Thought

In closing, we have illuminated the current culture of recruiting, highlighted the core principles that should be acknowledged and provided a bullet-proof methodology that if applied can solidify your next hire no matter the industry. In addition we provided two case studies of individuals that have successfully applied the High-Performance Leadership Hiring Model.

The war for talent is real, but the true battleground isn't a candidate's resume; it's their ability to understand your company's future. The take away? Hire for understanding, not just experience.  Share this article with a colleague, and let's start building a world where recruiting prioritizes understanding over mere experience. If you need help implementing the principles and methodology listed, click the link below to speak with an advisor about our Executive Search solutions today.