MODERN HR & RECRUITMENT
Dealing with leadership derailers
Most candidates will be guilty of at
least one derailer. Derailers may be
obvious during the interview process,
or they may appear in reference
checks. Rather than dropping a
potential candidate, follow these
steps to determine if they are, in fact,
suitable:
1 Seek to understand the candidate’s
intention behind their derailing
behaviour: are they trying to be
‘supportive’ but are received as
‘suffocating’?
2 Does the behaviour have a
positive intention? (eg supportive).
Question the candidate around their
self-awareness to determine their
coachability.
3 If they are coachable and willing
to be supported by their new line
manager, put them forward with an
indicative development plan.
This process ensures you are
exploring every avenue to find the
right fit and increase your pool of
candidates. You will better your
reputation with clients through
insightful advice and commentary on
what’s required to help the candidate
hit the ground running. This is
more than just hiring for skills and
experience – it’s hiring for attitude
and potential. You’ll also reduce the
risk of losing the candidate during
probation.
People burner: A derailer in action
Jeffrey was a gifted project
manager with a strong reputation
for completing projects within time
and budget. After years of contract
positions, he was ready for a change
of pace. He joined a community
organisation in a leadership role,
where he could develop longer-term
relationships and ‘give back’ to
the community. The organisation
wanted his project leadership
skills and delivery focus as they
introduced a project focus to their
way of operation. However, after
six weeks of prioritising completing
projects over building relationships,
his team was ready to mutiny and
key stakeholders refused to work
with him. Jeffrey burned people
and relationships. Had the recruiter
recognised this derailer, and advised
the hiring manager to make an
informed decision to develop Jeffrey,
he could have been supported in this
new role from day one.
Using the 12 derailers to advantage
Understanding leadership derailers
can become the reason your clients
come to you. Hiring people is always
a risk, but hiring them with good
advice, strong insight, and a support
plan reduces that risk. Ensure a
win/win for all by assisting the
hiring manger to provide real-time
coaching and performance feedback
that acknowledges, elevates and
leverages inside intentions, and
develops the candidate in the
workplace.
Corrinne Armour is a leadership
speaker, trainer and coach who helps
leaders and teams get out of their own
way and achieve their objectives. She is
co-author of Developing Direct Reports:
Taking the guesswork out of leading
leaders. Contact her at corrinne@
corrinnearmour.com.
March 2016
ModernBusiness
15