Mission impossible or mission critical
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The document discusses assessing strategic thinking skills in candidates for top management and director positions. It argues that while some may see this as a daunting challenge, it is actually mission critical, not impossible. The approach outlined involves asking probing questions to understand the candidate's perspective on the competitive landscape, their vision for the future, critical thinking abilities, and thinking style. The goal is to evaluate creativity, innovation, judgment and other strategic thinking attributes in a disciplined manner through open-ended conversations. Feedback from others on their methods is welcomed.
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Mission impossible or mission critical
- 1. Mission Impossible or Mission Critical? Subject: Mission Impossible or Mission Critical? From: <GAAP Financial Executive Search> Date: 3/1/2013 11:34 AM MissionImpossibleorMissionCri cal? “Goodmorning,GAAP.Yourmission,shouldyouchoosetoacceptit,istoassessthestrategic thinkingskillsofourtopmanagersanddirectors.Asalways,wedon’tdoubtthatyourteamwill succeed.” We’vetakenliber eswiththewell‐knownlinefrom“MissionImpossible.”Itendswiththe SecretarydisavowinganyknowledgeoftheForce’sac ons,notwithaclient’svoteofconfidenceas above. Hereisourpoint:Someinterviewersconsideritadaun ngchallengetoassessstrategicthinking skills.Theymaywishthatthemission,likethetape,wouldself‐destruct.Butit’snotamission impossible.Itis,however,missioncri cal. Ourapproachtoassessingstrategicthinkingskillshasproventobeeffec ve.Simplyput:Ina disciplinedmannerweaskprobing,purposefulques onsandac velylistentothecandidate’s narra ve. Weaskcandidatestodescribethecompe velandscape:theindustry,players,andperipheral elements.Whatarethekeythreats,opportuni es,andpivotpoints?Whatistrending?Whatare thecompe tors’nextmoveslikelytobe,suchasnewproductsorini a ves?Shouldthe candidate’scompanyreframeitsposi oninthemarketplace?Whatarethetrade‐offs? Welookatvariousfacetsofstrategicthinkingincludingcrea vity,innova on,intellect,and curiosity.Weaskcandidatesabouttheirsourcesofdataandintelligence,aboutsubjectma er expertstheyreachoutto.Doesthecandidateseekoutdiverseperspec vesandopinions?Weask candidatestoconceptualizethefuture.Istheirvisionofthefutureunique?Isitcredibleand groundedinreality?Howdoesitdifferfromconven onalwisdom?Somepeopleareexcitedand mo vatedbytheunknown,theambiguous,andtheparadoxical.Despitetheriskstheyareable andwillingtoar culatetheirvision,totelltheirstory.Thosepeoplearelikelystrategicthinkers,or theyprobablyhavetheap tude. Weexaminethecandidate’scri calthinkingskills.Whatnewinsightshasthecandidategainedby divingdeepintothebusinessandtheindustry?Wereassump onschallengedandanalyzed?Can thecandidateenvisionunintendedconsequences?Hasthecandidateformulatedworkable solu onstocomplexproblems?Weassessthecandidate’sthinkingstyle:doesitappeartobe intui veorfact‐based?Broadinscopeormorelinearandfocused?Isthereamixofwisdom, experience,judgmentandanalysis? Thisisourapproach.Wewouldliketohearfromothers.Yourmission,shouldyouchooseto acceptit,istosharewithushowyouassessstrategicthinkingskills. 1 of 2 3/6/2013 11:05 AM
- 2. Mission Impossible or Mission Critical? 2 of 2 3/6/2013 11:05 AM