The executive dilemma!

In the wrong place at the wrong time. Appointing the wrong candidate to a leadership role creates multi-faceted problems that can become extremely costly.

One of the most recent Gallup studies revealed instances of maladministration that are still responsible for enormous damage today. Almost a quarter of the employees surveyed, 24% to be exact, have quit a job to because of the unhappiness inflicted by their superior. They also stated that they would even be willing to forego their salary as long as their supervisor left. In my estimation, these alarming statements can be traced back to what is unfortunately still as true as ever: that the fish rots from the head down. This dilemma is underpinned by the fact that almost half of all managers, 47% to be precise, became managers only because of their success in their last position, and not because they had distinguished themselves through a special talent for leadership.

Don’t appoint the wrong person.

The most common causes of the executive dilemma.

. The executive is not comfortable with the role as it does not match their skills or inclinations. They were encouraged into this role by their supervisor primarily because of previous successes.

. The executive was selected without first going through a careful and methodical selection process. Often, this process receives little or no attention, which means that a precise job profile, the relevant requirement profile, including the associated essential skills, and proven diagnostic personality analysis methods for determining aptitude, such as psychometric strength profiles, are simply missing.

. There is often a lack of focus on the crucial leadership skills that are essential for the new task.

. If the executive is a poor fit for the requirement profile, this will inevitably lead to a decrease in the level of performance      

. Poor leadership leads to dissatisfied employees, bringing about a deterioration in the working climate, up to and including internal disengagement

. The work results deteriorate among the employees, and motivation continuously decreases
 

It is often not possible to resolve the issues caused by such unwise appointments in the short term, as such solutions are equated with loss of confidence, “loss of face” or the termination of a career ladder.

For this reason, when selecting managers it’s particularly important to examine the abilities that are anchored in the candidates’ character and in the characteristics and value systems shaped by their particular personality and context. These include authenticity, emotional intelligence, empathy, integrity, respect and appreciation, the ability to build teams, and a strong role model function.   

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Dirk Aaron Bohl / Executive Profiler