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Atricle Dump - How to Hire the Best Possible Executives
Being topical this time, the England football team has to come to terms with failure, and all those pictures of footballers and fans in tears is a powerful picture of how we can get hurt and disappointed. It would be rare for anyone not to feel similar, but what we need to do is to think about how we will react.There are many ways to deal with disappointment and many times I have spoken with people who didn't get a promotion and their way of dealing with it was to disengage from the company, to moan and do the minimum. Sometimes this would coincide with a new boss taking over their team, into the job they had hoped to get. What sort of impression does this give to their boss - someone who is not interested and helpful in the job and who makes negative remarks? Their chance of another promotion reduces the longer
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Are rumors circulating throughout your workplace that there may be downsizing, a lay-off or merger? Are you scared and don’t know what to do? These 5 tips can help you feel more in control of your financial situation:1. Take a long, hard look at your monthly bills. Are in up to your neck in debt? Now is the time to tighten your belt and try to get a handle on the interest rates you are currently paying. Can you pay down some of your debt right away? Transfer to another, lower rate credit card? Should you refinance your mortgage or home equity loan? Now would be the time to take care of this, not after you’ve received your pink slip.2. What can you trim in your monthly budget? Stop buying those lattes every morning and save about $80 in one month. Rent a DVD instead of going to the movies. You are the only one who can
So where does the process typically break down when attempting to hire the absolute best "A-Player" talent?
The process typically breaks down in the preliminary stage where the specific quantified objectives for the executive role in question are actually being defined – or failed to be defined.
Typically either the role's objectives and/or charter have only been loosely defined in concept, but have not been defined at all in detail in terms of the quantified specific business objectives/metrics the role will be responsible for delivering against. In other words, no one has defined explicitly what the role is expected to accomplish/drive in the near term – let alone the long term – with respect to the measurable impact the role is expected to have on quantifiable business metrics.
Many times all that is known is "We need an EVP of Sales", or "We need a CFO" as far as the functional concept of the role. The problem with this is it translates into simply focusing only on – what – a prospective candidate has done in their career. This in turn translates into candidate assessment overly focusing on whether or not a candidate does or does not have the required scope & scale of quantifiable responsibility/experience implying they will not be "in over their head" and possess "been there; done that" experience of appropriate scope & scale.
So why is it so important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against? This might seem obvious, but you'd be surprised how often this isn't done in a deliberate concrete way.
It is important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against because, from a specific objective, you can derive/infer the specific executive capabilities, skills, and attributes that a candidate must possess in order to have a chance at achieving the specific objective. This "peeling the onion" so to speak causes you to focus on – how – a prospective candidate achieved – what – they claim to have accomplished.
Focusing on – how – they accomplished something exposes the prospective candidate's executive capabilities. Identifying a candidate's executive capabilities will give you a much stronger indication of their ability to meet/exceed – your company's – business objectives chartered to the role you're trying to fill.
Example Business Objective:
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
I recently heard a technology presentation from a young but experienced CEO of a big ‘clicks and mortar’ organization. He told the large audience confidently, ‘Beta means never having to say you’re sorry.’‘That’s right,’ I thought to myself. ‘When launching the beta test of a new web-enabled process, customers must understand it’s only a pilot run and should be forgiving if things mess up or don’t work out as planned.’I was totally wrong about his point of view.In direct contrast to my thinking, this e-commerce veteran explained that new web-based interactions often do not work properly during a beta test.However, from the customer’s point of view, he insisted, your pilot run must be successful enough to avoid creating negative customer perceptions or the need to apologize after the fact.The cost and c
Typically either the role's objectives and/or charter have only been loosely defined in concept, but have not been defined at all in detail in terms of the quantified specific business objectives/metrics the role will be responsible for delivering against. In other words, no one has defined explicitly what the role is expected to accomplish/drive in the near term – let alone the long term – with respect to the measurable impact the role is expected to have on quantifiable business metrics.
Many times all that is known is "We need an EVP of Sales", or "We need a CFO" as far as the functional concept of the role. The problem with this is it translates into simply focusing only on – what – a prospective candidate has done in their career. This in turn translates into candidate assessment overly focusing on whether or not a candidate does or does not have the required scope & scale of quantifiable responsibility/experience implying they will not be "in over their head" and possess "been there; done that" experience of appropriate scope & scale.
So why is it so important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against? This might seem obvious, but you'd be surprised how often this isn't done in a deliberate concrete way.
It is important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against because, from a specific objective, you can derive/infer the specific executive capabilities, skills, and attributes that a candidate must possess in order to have a chance at achieving the specific objective. This "peeling the onion" so to speak causes you to focus on – how – a prospective candidate achieved – what – they claim to have accomplished.
Focusing on – how – they accomplished something exposes the prospective candidate's executive capabilities. Identifying a candidate's executive capabilities will give you a much stronger indication of their ability to meet/exceed – your company's – business objectives chartered to the role you're trying to fill.
Example Business Objective:
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Do you know what you know? You especially need knowledge management in high changing environments; if all remains the same, why should we think about the knowledge we need? Knowledge management is an iterative process of making tacit knowledge explicit and visa versa. But why would you make implicit knowledge explicit?Knowing something without knowing it is very useful. You can just trust on your actions. You can continue with what you did yesterday. The same rules apply. You can delegate as before.But then there has been a structural change. For example:Your (sales) organization has organized activities in the way that different experts where relatively autonomous in dealing with clients. They sold the product of their expertise in a both efficient and effective way.In the new situation this (product) expert
It is important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against because, from a specific objective, you can derive/infer the specific executive capabilities, skills, and attributes that a candidate must possess in order to have a chance at achieving the specific objective. This "peeling the onion" so to speak causes you to focus on – how – a prospective candidate achieved – what – they claim to have accomplished.
Focusing on – how – they accomplished something exposes the prospective candidate's executive capabilities. Identifying a candidate's executive capabilities will give you a much stronger indication of their ability to meet/exceed – your company's – business objectives chartered to the role you're trying to fill.
Example Business Objective:
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
The composite highest-income practitioner in this field (salary plus cash bonus and/or cash profit sharing) is the President "A" (defined as a chief executive officer who is the owner of, a full partner in, or a major stockholder in the firm) of a consulting engineering firm. The firm provides services in civil (general, structural, and/or land development), or geotechnical engineering; receives in excess of $25,000,000 in gross annual fees for services rendered; has 500 or more employees; and is headquartered in or near Raleigh/Durham/Chapel Hill, St. Louis, Oakland/East Bay, Milwaukee, Portland (OR), Lincoln (NE), Chicago, Middlesex-Essex Counties (MA), or Sacramento. This individual has a BS in engineering or higher, and 20 or more years of experience. While the median President "A" has a total annual income of $112,000, the highe
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
The Maine State Agency that oversees the collection and reporting of State income taxes deducted from payroll checks is:Maine Revenue Services Withholding Tax Division State Office Bldg. P.O. Box 1061 Augusta, ME 04332-1061 (207) 626-8475 www.state.me.us/revenue/Maine requires that you use Maine form "W-4ME, Employee's Maine Withholding Allowance Certificate" instead of a Federal W-4 Form for Maine State Income Tax Withholding.Not all states allow salary reductions made under Section 125 cafeteria plans or 401(k) to be treated in the same manner as the IRS code allows. In Maine cafeteria plans are not taxable for income tax calculation; not taxable for unemployment insurance purposes. 401(k) plan deferrals are not taxable for income taxes; taxable for unemployment purpose
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
By beginning the process of filling a new executive role in your company with quantifying and defining the specific business objectives/metrics the role will be responsible for delivering against, and then deriving/inferring the associated requisit executive capabilities, you can then develop very focused probing interview questions to draw out a prospective executive candidate's resonant executive value proposition associated with – each – requisit executive capability an executive candidate must possess to excel in the role. This will give you a much clearer picture of what you are investing in when considering bringing a new executive onto your team and give you a much better indication of an executive candidate's ability to excel in the critical role you're trying to fill on your executive team.
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