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Enemy at the Gates
247
When considering management and executive candidates, performance
in important competency areas often commands attention.
Some examples are:
• Business acumen: Does the candidate understand the business
issues facing the organization? Does he or she understand
regulatory, social, environmental, political, industry,
scientific, and technical trends?
• Perspective: Does this person have a “big picture” view?
Can he or she see the forest (as well as the trees)?
• Thinking: Can the candidate think strategically, plan
strategically, and implement a strategy?
• Communication: What is the candidate’s communication
style? Does he or she communicate effectively?
• Presentations: How well does the candidate make presentations?
Can he or she sell ideas effectively?
• Media relations: How does the candidate represent him- or
herself and the company to the media?
• Relationship building: How effective is the candidate at
building relationships with internal people (such as peers,
supervisors, and subordinates) and external people (such
as customers, members of the public, local government,
and professional contacts)?
• Judgment: How effective is the candidate at problem solving
and related decision making?
• Interpersonal style: What is the candidate’s interpersonal
style? How does this person interact with others?
• Values: What are this person’s core values, personal motives,
and drives? How do his or her values influence his or
her decisions and behaviors?
• Career goals: What are the candidate’s career aspirations?
Are they realistic?
• Development: What are the candidate’s limitations or developmental
needs?