I was recently asked to advise on a situation in which a senior executive, new to the company, was spiraling downward in his performance. The executive had been pre-screened by a global search firm and was interviewed by an internal search committee representing numerous corporate functions. His references were stellar, his executive presence superb. Six weeks into his new job, nearly all of his colleagues and direct reports were in agreement: the hire was a misfire. What went wrong?
The most common response is that the company and its search firm missed something in the executive’s profile, and the executive fell short of expectations. Our tendency is to focus on what the leader did “wrong”; maybe he failed to engage his team, perhaps he didn’t have great communication skills, possibly he could not articulate his vision or spark people’s (or his own) imagination. In this scenario, the leader’s team is typically presented as competent and well-intentioned, ready to be motivated and inspired by the “right” leader. The team sees itself as eager and hungry for exceptional leadership, and feels the new leader let them down. The outcome is a situation in which the leader and the team co-generate an escalating spiral of underperformance, frustration, and anger.Read More +