The next time you are filling a leadership role, ask yourself three questions. First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader? The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers.
Hire Leaders for What They Can Do, Not What They Have Done
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