Ethical Behavior—Not More Governance—is Key to Accountability

As anyone who has tried to fill a key position knows, superb executives are hard to find. And it is getting harder. According to recent newspaper reports, turnover rates at many of the nation's premier companies have dropped below five percent for the first time in years. Even senior executives are staying put, opting for stability and security in the uncertain economy.

When you are searching for the one person above all to fit into your corporate culture and hit the ground running, it is paramount to evaluate candidates from every angle—to "kick the tires," so to speak. At the same time, it is critically important not to miss the perfect fit because he or she wasn't wearing the "right" suit, color or makeup.

Judging a book by its cover—disqualifying candidates for being "too this" or "too that" can be costly to the organization's future. A good interviewer understands this and knows how to delve into past performance and experience, as well as to listen and watch for the subtler, more intangible brushstrokes that go into a complete, accurate portrait of the candidate. As John Rutledge, chairman of Rutledge & Co., has advised, among these are:

• Demeanor. Personal style preferences aside, for the most part today's world-class executives carry themselves with decisiveness. There is a palpable sense that they are used to taking charge and being in control—without being overbearing.
• Poise. From moving first to shake hands (firmly!) in the interview, to introductory small talk to interested and engaged conversation with interviewers, successful executives are adept in the social graces that put people at ease and lead to cordial exchanges of information.
• Focus. Experienced executives have a seemingly uncanny knack for balancing competing demands, pressures and responsibilities while being able to isolate and attend to a single issue at any given time. They listen acutely and completely before speaking. When they do speak, they do so with undivided attention to their listeners.
• Speech. People who lead organizations are articulate, able to forcefully communicate their ideas (and directions). They can explain complex issues or abstract ideas simply and clearly, without hesitation. This is true whether in one-on-one conversations, in group meetings with customers or before large public gatherings.
• Creativity. Accomplished executives today are not intimidated by the constantly changing demands of the global economy. They take things in stride and can describe specific, innovative ways they have solved problems.
• Compatibility. Top prospects understand the importance of organizational culture and strongly shared values-based attitudes and behaviors on the part of all employees, from the executive suite down. Individual and organizational success depends upon it.

An organization's most important, continuing step for success is hiring the right people to lead and manage it. Typically this is the responsibility of busy senior executives whose normal duties do not entail interviewing people on a daily basis. Prior to interviewing a final slate of candidates for a top position, they should refresh themselves in both the discipline of "kicking the tires" and the art of not judging a book by its cover, lest they miss the next Louis Gerstner!

For more information about Kincannon & Reed, please link to krcontact@krsearch.net.