In the 90s, leadership development philosophies assumed that leaders fail when they are not able to manage their weaknesses; areas of low competence. However, Lombardo and Eichinger, through their study of derailed executives, found that leaders whose careers were derailed or were met with unrecoverable failures were those who couldn’t manage their strengths. While, it may sound odd, on reflection, it makes practical sense.
Vignesh, a budding entrepreneur and co-founder of CarPal, a company in the digital car selling space, joined us for an interview-format conversation over coffee. His company helps customers make better car purchasing decisions and offers all associated services online. He had taken the Professional Styles assessment earlier and was interested to see what his Entrepreneurial Potential Profile could tell him about his entrepreneurial style. The Entrepreneurial Potential report from Saville describes Entrepreneurial Potential in 21 areas under six themes. (See a sample report here)
Sometimes, we are asked,
“How should I make a business case for the use of psychometrics?”
“Why should I place so much importance on using psychometrics in hiring?”
“How much should one spend on hiring the right person”, or,
“Why should I be concerned about validity of the instrument?” (more…)
After a long tiring search, you hire a great candidate for an important position. Now, what? Consider the fact that 46% of the new hires leave in the first 18 months1. Last year, companies found it took an average of 9 months for their new hires to become fully productive, and leaders took more than a year to become fully productive in their roles2. Surveys show that only 32% recruitment heads feel that their onboarding programmes are effective2. What can you do about it? Research has some interesting answers. Let’s explore them.