Fewer than 30% of organisations are able to find the right executive leaders, not only that, newly appointed executives take too long to adapt.
(McKinsey, recently shared in Harvard Business Review)
In the US, an astonishing 75% of employees report that their direct line manager is the worst part of their job (if you knew how much time in our 1:1 programmes is spent managing the boss, you’d be just as shocked!). Another stat? According to Leadership IQ, 46% of all new hires fail within 18 months.
This recruitment behaviour is costing business a fortune and all of us a huge amount of unnecessary work and hassle!
HBR’s article shares that despite the recruitment process accurately assessing a leaders’ skills and capabilities, the process forgets about cultural fit, and yet an essential element of effective leadership is the congruence between leaders’ values and those of the organisation, including the new leaders’ team.
Who is this person? What do they feel in their heart? What drives them fundamentally?
The starting point for understanding cultural fit is to understand your current team and business culture. A humanised one is best. People love to work with open, comfortable, authentic people – those who feel they can be themselves – their values – wherever they are.
Think about your home and who you live, your family, group of friends or roommates. Now picture your neighbours’ or friends’ homes. The feel is different? Yet the people there fit. If I came to your home I’d experience a uniqueness. I’d get a feel for the place.
Does the person need to be organised, structured, logical, or fun and carefree and happy with flow? These questions are vital, and yet rarely asked at work.
In many blogs, I have quoted studies that show the positive impact of authenticity in the workplace – the greater employees’ feelings of authenticity, the greater their job satisfaction, engagement and performance. When recruiting, how much is fit as important as ability and that proven track record? During the recruitment process how much are you able to look beyond logic and behaviour and ask questions that show the person at heart, identify their values and therefore who they really are? How much are you listening for the values of others at work?
Values bring realness. They bring authenticity and trust. They create connection and kinship.
How are you using realness through values to get a better fit?