Casting the Role of Your Next Leader

“I can’t afford to make a mistake on this next hire, Andrea. It has to be the right person. What should I do?”

On hiring the right person, especially in our “data-is-all-powerful” era, advice abounds. Here is mine:

  1. Your organization and the environment have not stood still. Be clear what brand of leadership is needed now for your community and for your organization’s evolution.
  2. Your organization is about the purpose, the people, the culture, and the experience of being part of the team making it happen. Knock prospective candidates’ socks off with a position description that captures your organization’s heart and soul.
  3. Leadership is not management. If you want to attract a leader, frame your description as a call to adventure.
  4. Management is important too, so check in with your team about what effective management would actually look, smell, and feel like. In addition to experience, qualification, and know-how, describe qualities and style traits in your position description.
  5. Source outstanding candidates from your existing team and peers in your field. Internal referrals result in a higher quality candidate pool, and far greater retention.
  6. If you can, use a qualified, highly recommended search firm. Expect to collaborate with the process, and not just outsource it.
  7. Candidates are assessing you as much as you are assessing them at every touch point. Conduct a relational, respectful, and expeditious hiring process.
  8. Set your pay scale and your overall compensation to attract the very best, and share your salary range on your position announcement. Don’t believe the adage that nonprofit staff work for the mission. People have families to support and retirement looming. Turnover, lost productivity, opportunity cost, talent burnout are real – take care of your most crucial resource — people.

Even if you check off every item on this list, all of you grizzled veterans out there know, the likelihood of a failed hire is still high.

Why?

To reflect on this question, I turn to the world of casting. After a movie, do you stay behind watching the credits roll on the screen? Next time notice the casting director. The casting director works closely with the director, studio execs, sometimes even investors, to find the perfect actors to play every single role in the film. It’s an incredibly important and often unsung role.

Ever heard of Marion Dougherty? Of course you haven’t! Marion was a hidden figure of the motion picture industry who pioneered the field of casting. In the 1960s, she set up a casting office in New York City and was ultimately recruited in the 1970s by Paramount. At Paramount she developed a reputation for casting “unproven” actors in high profile, big budget films. Her choices were gutsy. Marion launched the careers of iconic talents like Dustin Hoffman, Glenn Close, Robert Redford, and Jon Voight. Her choices were responsible for one epic blockbuster after another. Her success was uncanny. How did she do it?

As Jon Voight said, Marion “could see what people couldn’t see.” What was her secret? Unlike the stodgy studio executives who fought her tooth and nail, she understood the changing social context of the 1960s and 70s. Audiences wanted a more authentic kind of human being on the screen. She was not afraid to innovate – to bring an edgier style of acting to film. She had a sense for chemistry and ensemble – how a particular actor would play with other actors.

But Marion was not casting from a recipe book. Her decisions came from the genius of “gut reaction,” as she called it, or what Malcolm Gladwell referred to in his book “Blink” as the “adaptive unconscious.”

“Blink” explores the way people make decisions. Through stories and research, Gladwell debunks the conventional assumption that decisions based on tons of data and analysis – aka “conscious strategy” — are superior. In fact, it turns out, conscious strategy is less reliable than adaptive unconscious decision-making. Such heresy! (If you have not already, I highly recommend checking out “Blink” and all of Gladwell’s wonderful books.)

Even if you are still skeptical about this business of gut instinct, consider the metrics — Marion Dougherty’s successful track record. When you engage in a hiring practice, should you follow all of basics (see above)? Of course! Does that guarantee a great hire? Of course not?

Think back to the times you’ve faced an unsuccessful hire. In spite of doing all of the right things, were there warning signs you ignored before you made the offer?

Before you decide on your next hire, consider this. Can you see this person bringing something fresh, perhaps something unexpected (maybe even some much needed creative tension) to shift things into a higher gear? Could this person be more than good, but great, and could their presence on the team help others feel and be great?

What about you job seekers out there? Try these questions on from your vantage point. Looking back on your career, where did you become the role and experience yourself in a whole new way? When did your team bring something out of you that inspired or antagonized you to be your best self? What epic community results were made possible in part because you were part of that cast?

Do your due diligence of course, but in the end pay attention to your gut.

Are you embarking on a leadership transition? Let’s talk.


What’s your purpose, what’s your plan? Andrea’s mission is to evoke the moral imagination of nonprofit leaders (and occasionally the person sitting next to her on light rail) to create the world we all want. A strategic planning geek, she has guided scores of organizations through customized planning processes, resource development interventions, mergers, and leadership transitions.

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Copyright July 2017