Classic
logical/left brain executive selection methods are organized around examining a
prospect's key credentials, employing a presumably rational hiring process. If
hiring parties apply such presumably objective approaches to their selection
processes, how will an irrational approach positively contribute to better
decision making?
Credentials
and career history far too often turn out to be inadequate predictors of future
successful performance on the job. Granted, this rational (but often
unreliable) data offers the benefit of sorting a field of candidates down to a
manageable number to interview, but once that pool of possibilities is
assembled the left-brained/logical part of the process should end.
Getting
Personal
Personal
interviews allow the principal hiring characteristics--the irrational
factors--to be assessed. While the right brained interviewing stage brings the
principal credentials based selection criteria into play, there are
interpersonal decisions that are made irrationally...and appropriately so.
Classic
interview formats permit the hiring parties to determine whether the candidates
share the organization's values; demonstrate a communications style compatible
with the organization's stakeholders; have sufficient
"E.Q."(Emotional Intelligence)and an adequate I.Q. to match the
environment's demands.
But there
is a danger that accompanies these intuited yardstick filters. The peril
lies in the impact that any subtly misleading prejudices you hold may skew your
assessment decisions. It is fundamentally sound to guard against both positive
biases ("halo effect", "just like us") and negative ones
("not our kind", or here fill in the blanks with all of the foolish
discriminations now addressed by legislation, as well as those carried in your
own personal "baggage"). Underlying assumptions of the interviewers
may be just as far off base as are some of their rational criteria.
Choosing Wisely
While the
interview process inevitably carries some element of thinking irrationally, if
you are conscious in freeing your judgment from the constraints of your
prejudices you will judge well. As a spirited, freely irrational screener you
no doubt will identify the spark in a person that suggests that you are likely
to advance a successful future relationship, applying your best gifts to
reading and relating to others.
On the
other hand, if you self-handicap your assessment judgment, whether with irrelevant
rational criteria or with intuited prejudices you invariably will fail to judge
wisely.
We are
accustomed to relying on rational approaches to our decision making. Acquiring
or amplifying our native gifts for irrationality serves us well. When we become
irrational in selecting leaders we improve our odds of success in choosing
leaders.
"To want to tackle everything rationally is very
irrational." Ilyas Kassam
