{"id":211777,"date":"2020-03-18T09:03:32","date_gmt":"2020-03-18T09:03:32","guid":{"rendered":"https:\/\/letstalktalent.co.uk\/?p=211777"},"modified":"2023-03-13T19:03:12","modified_gmt":"2023-03-13T19:03:12","slug":"exec-assessments-assessing-and-developing-senior-leadership-potential","status":"publish","type":"post","link":"https:\/\/letstalktalent.co.uk\/blog\/exec-assessments-assessing-and-developing-senior-leadership-potential\/","title":{"rendered":"Exec Assessments: Assessing and developing senior leadership potential"},"content":{"rendered":"\n

A humane and very scientific art: Mind the knowledge gap<\/strong><\/h2>\n\n\n\n

Robust scientific research on\nleadership and executive potential is vast, easy to access and has clear implications\nfor real world application. Yet, it\u2019s often disturbing to see the disconnect\nbetween evidence-based research and what really happens in organisations by\nthose whose very purpose it is to assess and select leaders. <\/p>\n\n\n\n

Leadership roles are crucial for\nnavigating organisations through an increasingly daunting environment and for\nengaging and enabling their people to outperform the competition. According to\nGallop, less than 13% of employees globally are engaged. Why does that matter?\nIt\u2019s bad for business. <\/p>\n\n\n\n

But with all the evidence\nsupporting air-tight selection methods, how can this be? The academic-\npractioner gap may answer this question. Executive assessment is a specialism which\ndemands scientific rigour beyond administering bog-standard assessments. It\nalso needs a human-centred and developmental approach wedded together via an\nengaging and transparent process (an artform). <\/p>\n\n\n\n

Without a coherent approach selecting\nthe right individuals can be a minefield. <\/p>\n\n\n\n

Lack of appropriate assessment\nmethods will result in unreliable data points from which to base your hiring,\npromoting or selection decision. <\/p>\n\n\n\n

Failure to communicate the process openly will disengage the candidate and risk damaging your brand. <\/p>\n\n\n\n

Finally, fail to provide\nsuccessful and unsuccessful candidates with the right developmental feedback and\nthe former may not achieve the very potential you\u2019ve just outlined while the\nlatter may view the brand less favourably.<\/p>\n\n\n\n

These potential pitfalls mean the stakes for your organisation\u2019s future are simply too high to gamble with.<\/p>\n\n\n\n

Executive Assessment: a three-headed monster<\/strong> <\/h3>\n\n\n\n

The problem is three-fold.\nFirstly, what people consider to be potential is usually current performance or\ntechnical skills. Research suggests that performance is a poor predictor of\npotential, but that potential is a strong predictor of performance. However,\nwhile organisations confuse these terms, the results will lead to strong\nindividual contributors being promoted regardless of what science tells us\nindividuals require to become effective leaders.<\/p>\n\n\n\n

Secondly, there\u2019s a misconception\nthat leadership outcomes are based on the situation and that anyone who tries\nhard enough can become a great leader. However, some people are far more likely\nto emerge as effective leaders and the guess work can be replaced using robust\npsychometric tools and assessment techniques. <\/p>\n\n\n\n

Finally, there\u2019s a limit to\ncurrent assessment methods which were not designed to assess and compare whether\na senior leader can grow and flourish in roles way outside of their current\nlevel and then continue to develop alongside the organisation. <\/p>\n\n\n\n

Treating executives fairly as a\npre-requisite is unquestionable but treating their assessment and selection in\nthe same way as others is deeply flawed.<\/p>\n\n\n\n

The problem\u2019s worsened by the\nfact that executives at this level have enviable track records of delivering\nvalue in organisations, impressive educational achievements and cognitive\nabilities. Comparison and distinction at this level is paramount but this\nitself is draped in complexity. <\/p>\n\n\n\n

These conundrums leave many organisations unaware of the risks associated with deploying standard assessments and with little informed guidance on where to begin in predicting who\u2019s best to assume one of the most important roles in the organisation.<\/p>\n\n\n\n

Assess with finesse, select the best and engage the rest<\/strong><\/h3>\n\n\n\n

Let\u2019s pretend we\u2019ve overcome all\nthe hurdles thrown down by assessing high-flying and diverse individuals. We\u2019re\ndrawn a short-list of two. <\/p>\n\n\n\n

Both possess a breadth and depth\nof cross-industry and sector experience. Both have successfully delivered\norganisational strategies with demonstrable results and the references to boot.\nBoth are articulate, objectively bright and with personalities that enamour\nthem to all stakeholders. <\/p>\n\n\n\n

Who do you choose? <\/p>\n\n\n\n

The answer is the one that will deliver results now while growing and adapting to deliver more in the future. And here\u2019s how in four steps:<\/p>\n\n\n\n

Step 1: Identify critical success criteria<\/strong><\/p>\n\n\n\n

At Let\u2019s Talk Talent, we\u2019ve\nleveraged reliable scientific research with years of experience and expertise\nof working with leaders to create our own executive assessment model. <\/p>\n\n\n\n

The model considers emotional and\ncognitive IQ, learning agility, past performance, senior leadership\ncompetencies and other leadership characteristics required specifically for the\nclient\u2019s organisation.   <\/p>\n\n\n\n

Past performance is important to\nunderstand if someone can deliver results today. Potential is key to\nidentifying their propensity to excel tomorrow. <\/p>\n\n\n\n

The model retains the critical\nsuccess criteria to remain consistent to ensure a robust core, while\nincorporating the client\u2019s context and culture considers nuances.  For example, the skill and the will to\noperate within the governance of a publicly listed company may differ greatly\nfrom that of a family-owned business in another continent. Alternatively, an\ninformal and creative individual could struggle in a bureaucratic and formal\nsetting. In either case, a single assessment alone is not enough to uncover the\nanswers. <\/p>\n\n\n\n

Step 2: Multiple assessments<\/strong><\/p>\n\n\n\n

They say variety is the spice of\nlife. But when it comes to executives, a variety of assessment methods is your\nbest friend and will increase your chances of making the right decision. Let\u2019s\nstart with intelligence.<\/p>\n\n\n\n

Cognitive ability tests are the\nbiggest single variable predictor of job performance. These gems of assessment,\nif used correctly, will reliably predict how quickly and accurately an\nindividual can process and use information in business settings. <\/p>\n\n\n\n

In addition, these tests help to\ninform how well someone can deal with complexity, ambiguity and the unknown to\nmeet objectives and solve problems that don\u2019t yet exist. Mix this data with leadership\nassessments, psychological interviews (including the organisation\u2019s\ncompetencies) and you have yourself a credible assessment against your\ncriteria. <\/p>\n\n\n\n

Step 3: Engage all applicants <\/strong><\/p>\n\n\n\n

Confession time. I\u2019ve put this as\nstep 3, but in fact engaging ALL the applicants means doing so from start to\nfinish in your process. At Let\u2019s Talk Talent, we offer all applicants a\nbriefing call ahead of the assessments to communicate exactly what we\u2019re doing\nbut more importantly to allow them to share any questions or concerns. <\/p>\n\n\n\n

A clinical process that resembles\na corporate survival of the fittest game show where the winner takes it all and\nthe rest are ejected is a fast-track to irreparable brand and reputation\ndamage. Inherent in our process is a feedback session with a developmental\nfocus. <\/p>\n\n\n\n

Applicants at this level will\nwant to know why they\u2019ve been unsuccessful as standard. Go further. Tell them\nwhere you see their development priorities based on the rich data mined during\nthe assessment process. Explaining how they can leverage their strengths to\ncome back stronger reframes the conversation as human-centred and positions you\nas thought leader. <\/p>\n\n\n\n

Imagine an applicant\u2019s sentiment\ntowards a process that boosts their self-awareness and equips them with\ninformation from which they can develop; arguably a rarity at the executive\nlevel. <\/p>\n\n\n\n

Step 4: Develop the selected <\/strong><\/p>\n\n\n\n

Bingo. You\u2019ve engaged and\nobjectively selected the best applicant to drive sustainable success in your\norganisation. <\/p>\n\n\n\n

However, having the potential to\ngo further is one thing, but realising your potential is another. Reaching new\nand lofty heights is dependent on several factors including motivation,\nexperience and the environment. <\/p>\n\n\n\n

Setting the right precedent by\nturning the assessment information into a reference for a developmental\nconversation with the successful applicant will greatly enhance the likelihood\nthat their strengths are utilised quickly, and areas of risk are known and\naddressed systematically. <\/p>\n\n\n\n

At Let\u2019s Talk Talent, we\nincorporate a coaching session with every successful applicant into the\nprocess. This session results in a meaningful development plan which is shared\nwith their manager. Regardless of the level of seniority, instilling a culture\nof continual growth at the very top of an organisation has notable advantages\nfor the rest of the organisation. <\/p>\n\n\n\n

Notably, it keeps development relevant, visible and valued at those at the very top of the tree. A Chairman or CEO with responsibility to develop themselves and others sends a powerful message which will permeate throughout the organisation. <\/p>\n\n\n\n

Subtle Sensibilities: Recruitment vs Succession Planning <\/strong><\/h2>\n\n\n\n

If you\u2019re selecting a candidate\nfor a vacant role, then you need to ensure they\u2019re able to perform now and possess\nthe potential to evolve alongside the organisation and faster than the world\naround them.<\/p>\n\n\n\n

If you\u2019re assessing executives\nfor succession, then there should be more of an emphasis on potential than immediate\nreadiness to excel in the role. In this case, it\u2019s key to leverage the multiple\ndata sources collected in the assessment process to construct a medium-to-long\nterm development pathway.<\/p>\n\n\n\n

Remember, it\u2019s important to\nincorporate insight of either candidate or successor into a meaningful plan. <\/p>\n\n\n\n

While stretch objectives are less\nrelevant to an inbound CEO, options such as external coaching and executive\neducation are still popular development tracks.<\/p>\n\n\n\n

For future executives, adopting a\ntrusted 70-20-10 model of development (70% on-the-job, 20% coaching and\nmentoring, 10% formal learning) as a career accelerator is strongly advisable. <\/p>\n\n\n\n

Consider curating relevant on-the-job\nopportunities such as secondments, placements, special projects and stretch\nobjectives with built in mechanism for feedback and reflection as staples. <\/p>\n\n\n\n

Then supplement with external coaching and internal mentoring (The \u201c20\u201d), before considering formal development routes to obtain and sharpen soft and hard leadership skills. <\/p>\n\n\n\n

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A humane and very scientific art: Mind the knowledge gap Robust scientific research on… [Read More]<\/a><\/p>\n","protected":false},"author":2,"featured_media":218834,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[3],"tags":[],"acf":[],"yoast_head":"Exec Assessments: Assessing and developing senior leadership potential | Let's Talk Talent<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/letstalktalent.co.uk\/blog\/exec-assessments-assessing-and-developing-senior-leadership-potential\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Exec Assessments: Assessing and developing senior leadership potential | Let's Talk Talent\" \/>\n<meta property=\"og:description\" content=\"A humane and very scientific art: Mind the knowledge gap Robust scientific research on... 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