While we could all sit here and discuss our hiring misfortunes, hiring the wrong manager is particularly damaging. Why? Because it has an impact far more broadly than a drop in productivity from a team member.
Melissa Twigg’s recent article in The Telegraph “Managers are everywhere and they’re mostly bad” caught my attention, as it not only summed up how important hiring is, but also how easy it is to get it wrong – meet the “Accidental Manager.”
The “Accidental Manager” is given a leadership role, based on their strong technical skill set, rather than on the harder to evaluate ‘softer’ skills, that are crucial to these sorts of positions. This is a well-documented theory, also known as “The Peter Principle”, from the 1969 book by Laurence J. Peter and Raymond Hull, that states a similar problem: “In a hierarchy, every employee tends to rise to his level of incompetence”. This is because someone competent at their job will earn a promotion into other jobs that require different skills, such as management skills, and so will eventually become incompetent.
While we could all sit here and discuss our hiring misfortunes, hiring the wrong manager is particularly damaging. Why? Because it has an impact far more broadly than a drop in productivity from a team member. Leaders are just that, they lead. They set the vision and the tone for the team, they bring those individuals who need additional support, and reward those who deserve it. They understand what the company needs and come up with a plan on how to get there, all the while maintaining a well-motivated staff that wants to stick around. It is not an easy task and not everyone can do it.
The Telegraph article comments that, in Britain, only 27% of employees felt that their bosses were highly effective based on research by the Chartered Management Institute. This indicates that there are a lot of underperforming teams and unhappy workers out there.
According to the article, many “Accidental Managers,” are internal promotions. Promoting internally makes sense because of the proven cultural fit with the organisation, and it also rewards good performance as a team member. However, this does not necessarily mean they are equipped with the soft skills to be a leader. Equally, hiring externally often falls into the trap of focusing on technical skills rather than the behavioural competencies for leadership – mainly because technical skills are easier to assess during the interview process.
Based on the above, teams would perform better, and staff retention would be higher if there were a way to hire managers with the right skill set for leadership. That is why our ‘Best-fit Search’ process focuses as much on the candidate’s behaviours and personal style as their track record and skills.
We recommend several key elements to consider while making a leadership hire.
If you would like to discuss how our ‘Best-fit Search’ process could help you to better evaluate internal and external candidates for leadership positions, don’t hesitate to get in touch with us here info@godliman.com