No one could have envisioned that today’s C-suite executives would require skills to manage artificial intelligence, much less navigate a global pandemic, economic fluctuations, and international turmoil. Given the uncertain future, recruitment teams face both a challenge and an opportunity: to identify leaders possessing enduring strengths.
Laura Gassner Otting, a bestselling author of Limitless and Wonderhell, has dedicated 25 years to consulting executives from high-profile offices, including the Oval Office, particularly in hiring C-suite leaders. She is affiliated with the 100 Coaches Agency, collaborating with top executives at Fortune 100 and 250 companies.
“What actions should we take in a world where the necessary skills, characteristics, traits, and experiences for hiring are ambiguous since the future is still unfolding?” Gassner Otting questions. “Do candidates possess transferable and translatable skills—attributes or experiences that can apply across different contexts?”
In May 2022, she released findings from a survey involving approximately 5,600 participants, indicating that “workers are not the problem; rather, leaders are failing their teams.” Only about 36% of employees stated they work under a leader who inspires them to excel.
The qualities needed in leaders have evolved in recent years. Harvard Business Review indicates that from 2000 to 2017, companies prioritized C-suite executives capable of managing financial and operational aspects. Currently, the focus has shifted to individuals with strong interpersonal skills.
Gassner Otting highlights the crucial and somewhat known attributes that organizations seek in C-suite leaders.
Dedication to a larger mission
Individuals such as veterans and former Peace Corps members, who have committed to causes larger than themselves, are particularly suited for C-suite roles, Gassner Otting asserts. “Their training instills a country-first or platoon-first mentality,” she explains. “In interviews, they downplay personal achievements and capabilities.”
Her survey found that veterans, compared to their non-veteran counterparts, are:
- 18.3% more likely to be their best selves at work
- 16% more likely to feel they are effecting change
- 12.5% more likely to work for an organization that aligns with their personal values
They also excel in understanding the components of a larger mission. “It’s not merely about the individual; it’s about being a part of a team that contributes to a greater purpose,” she remarks regarding veterans, which fosters improved organizational culture.
The determination of athletes
Gassner Otting collaborated with former Citizens Bank CEO Larry Fish, who insisted, “Only consider candidates who were college athletes.” Why? They tend to put in the effort when no one is observing, as she explains. Furthermore, they perform admirably under pressure, according to Fish. “I realized he was onto something,” she says.
“He sought individuals willing to exert effort until they achieved success. He desired candidates who were unafraid to acquire new skills and were always seeking to surpass the status quo,” she notes, referencing athletes who continuously strive for improvement. “They continuously seek the next level…” and are comfortable with delayed gratification.
A passion for the mission’s success
A pivotal interview question revolves around a candidate’s motivation for wanting to join the organization. This offers insight into their enthusiasm, Gassner Otting explains. “What aspects of this product, company, or brand resonate with them—listening to their narratives, perhaps regarding a family member who worked there,” she adds.
Her research revealed that over two-thirds of millennials indicated they would willingly put in more effort if their work had greater significance, while about 92% reported they perform better when they perceive their contributions impacting the broader “big picture.” Therefore, identifying individuals who exhibit a genuine enthusiasm for the company’s mission is beneficial.
Gravity and commitment
In tandem with the drive for the mission comes a seriousness or gravity concerning their objectives, she states. “How serious are they? Can they represent your top clients?” Those who have a personal connection to the mission may carry more weight.
Gassner Otting references comments made by University of South Carolina women’s basketball coach Dawn Staley, who emphasized the significance of parental respect. “If they respect their parents, they’ll respect us,” Staley remarked in an April press conference. “If they lack respect for their parents, we’re at a disadvantage.”
Gassner Otting highlights the importance of this mindset. “That’s gravity,” she remarks. “That signifies genuine commitment.”
Resilience, speed, and perseverance during challenges
C-suite leaders must embrace discomfort, Gassner Otting notes. She once collaborated with a leader at a high-security prison who exemplified the ability to view challenges in perspective. When she informed him of an emergency, he inquired if anyone possessed a weapon, was in the wrong area, or was injured. When she replied no, he concluded, “Then we don’t have an emergency; we’re not even facing a ‘situation’… It’s probably just a problem or a minor nuisance.”
She elaborates that perceiving every issue as a “10” when it’s truly a “3” is crucial for leaders to develop perspective. By asking, “How risky is this issue to our relationships?” executives can strategize more effectively.
A level of resilience and the capability to endure what she terms the “valley of suck” is imperative.
Moreover, she assesses how swiftly an individual can recover from setbacks. “[Effective leaders] identify failures sooner so they don’t remain mired in them for extended periods before realizing the situation is untenable. They become aware when they’re slightly off course before they drift significantly.”
Underlying these qualities is the essential ability to communicate effectively and possess outstanding emotional intelligence—in the end, many employees would appreciate a superior who simply listens and demonstrates care.
