01
Define the chapter ahead
The right leader for one chapter may not be the right leader for the next. Before searching for impressive credentials, define the situation that the new leader will inherit.
02
Understand the leadership context
An organisation building its first management layer needs different instincts from one navigating a turnaround. Discuss decision speed, ambiguity, team maturity, and the trade-offs the role will demand.
03
Explore a real decision
During interviews, ask for a specific decision the candidate made with incomplete information. Explore the options they considered, who they involved, what changed, and what they would do differently now.
Make the process clear enough for people to participate with confidence.
04
Use references thoughtfully
References are most valuable when they test the same themes with the candidate’s permission. Look for repeated patterns across relationships rather than treating a single enthusiastic endorsement as a complete assessment.
05
Make the choice mutual
Leadership selection is a mutual decision. Give candidates an honest view of the challenge so they can assess whether their strengths, values, and ambitions belong in your next chapter.
PUT IT INTO PRACTICE
A question worth taking into the room
“Tell us about a consequential decision where the information was incomplete. What did you choose, who did you involve, and what changed your view?” Listen for context, ownership, and reflection rather than a polished success story alone.