Should leaders be hired for what they have done in the past, or for what they can do in the future?
"Academic studies show that promotions are still largely a reward for past performance, and that organizations continue to assume the attributes that have made someone successful so far will continue to make them successful in the future (even if their responsibilities change)," reads a recent Harvard Business Review article.
The two authors, Josh Bersin and Tomas Chamorro-Premuzic, believe that orginazations should ask three distinct questions when considering promoting someone into a leadership role:
- "Does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader?" The authors express how performance level is measured by someone's ability, likability, and drive. And leadership is something that "demands a broader range of character traits" such as integrity. They explain how experts can tend to have fixed mindsets because of their years of experience and that leaders need to be able to remain open and adapt, despite their experience...
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