One Reason Interviewing Candidates is So Difficult July 13, 2010
I was browsing in my local bookstore on the weekend when I came upon a small book titled ‘Toughest Interview Questions'. Always interested in this subject I quickly leafed through it and put it in the pile to buy.
Strategies for those wanting to make a career or sector change June 23, 2010
Many transitional executives contemplate career changes. It may be a career auto or general manufacturing sector executive questioning its future, or a large-company type who covets the chance to work in a smaller organization. Often, it is simply individuals longing to shed unfulfilling careers for exotic destinations as yet unknown.
Executives in Transition- Why a rifle beats a shotgun in nabbing that perfect job June 21, 2010
As a headhunter I am an obligatory stop on the networking circuit of many executive job seekers. I hold the promise of a barometer on the employment market, contacts, ideas, and even suitable ongoing searches. I am always happy to participate in courtesy interviews as I neither envy the job seekers' circumstances nor take lightly their courage in reaching out to me.
The Perils of the Successful Matchmaker June 14, 2010
What is a successful matchmaker? Last week, the Wall Street Journal published an interview with Patti Stanger who runs The Millionaire's Club, a Los Angeles-based "elite" matchmaking service and reality television program.
Interviewing: The Quest for Patterns and Themes May 14, 2010
Last week, two seemingly unrelated articles caught my attention. The first was a magazine obituary on C.K. Prahalad, the management thinker best known for his work on core competencies. The article spoke extensively of his ‘big ideas' and noted his habit of traveling the world "prying useful information out of everyone he met…always looking for connections and patterns, hoping to predict change".
Checkers vs. Chess: Why Candidates Play The Wrong Interview Game…and Pay the Price ! May 4, 2010
I often join my clients when they conduct candidate interviews. I moderate, participate, listen and learn. They are fascinating glimpses into how candidates and companies alike play the complex game of talent acquisition.
The superhero hiring game and why everyone loses April 5, 2010
When it comes to recruiting leaders, companies continue to search for those Steve Jobs-like characters that can single-handedly turn around a company's fortunes, blaze paths of innovation and market their wares like no other before them.
Why candidates should expand and prep their references February 3, 2010
As headhunters scramble to match candidates with their shapeshifting clients, process and painstaking due diligence rule the day. To some candidates such rigor may feel intrusive or simply unnecessary. It shouldn't. In fact, rigor should be embraced and used to all candidates advantage. Consider the use of references as an illustration.
The Unwanted CEO Job …and the one individual who thought otherwise January 8, 2010
Several recent articles have lauded the success of Ottawa-based Bridgewater Systems. With skyrocketing revenues, a growing market, and money in the bank, the firm's prospects have never been better and the street appears to love the story. It was a much more difficult story to sell in 2003, with one notable exception.
Hiring Executive Talent: The Sheepish Canadian Startup December 26, 2009
Much is written about the state of the Canadian tech startup sector and why it lags the US, Israel and other countries in producing a richer community of world-class companies. While I am not qualified to comment on many of the contributing factors I am witness to how Canadian startups hire and lever talent at key points in their growth. I would argue that for many of these firms the bar excellence is set so cautiously low that to expect anything but mediocrity is laughable. Let me provide a recent example.

What it takes to Climb to the Top – The Case for Grit

If intelligence is the best predictor of achievement what accounts for the wide range of achievement among individuals of equal IQ?

Professor Angela Duckworth studies this question for a living and believes she has the answer. It is ‘grit’, a quality she defines as ‘perseverance and passion for long term-goals’. Grit is the ability to work strenuously on challenges while maintaining that effort and interest over a long period despite ‘failure, adversity or plateaus in progress’. The gritty person approaches achievement as a long distance race in which stamina, focus and intensity are their competitive advantages.

Professor Duckworth’s assertion probably does not surprise many people. We all know disciplined individuals who are able to stay incredibly focused on whatever they are doing long after the rest of us have given up, become bored or simply been distracted by something else. These people do not allow themselves to get distracted and given that most goals can be accomplished with a combination of intensity, passion and sustained effort, grit becomes an undeniably important ingredient for achievement which cuts across sports, business, arts and science.

Organizations can screen for grit in their hiring process. Individuals with accomplishments that have taken sustained effort over time can likely speak to what motivated such undertakings and the patterns of behavior they may point to. Also, since gritty people tend to ‘hang-in there’ with whatever interests them, they likely make fewer career changes than others of their own age. And gritty people likely have fewer though deeper and longer term interests and hobbies which contrasts noticeably to individuals with sporadic efforts in diverse areas over a period of time.

Achievement is the sum of talent plus effort where effort is comprised of intensity, direction and duration. Grit is the decision to not only work at something long and hard but to stick to it when it is infinitely more convenient to do something else. Grit is purposefulness, focus, follow-through and commitment and is an important quality for success.

Robert Hebert is Managing Partner of Toronto-based executive search firm StoneWood Group (www.stonewoodgroup.com). He can be reached @ rhebert@stonewoodgroup.com or at 416.365.9494x777