Choosing Leaders and Choosing to Lead: Science, Politics and Intuition in Executive Selection

Citation

Yergler, J.D. (2013), "Choosing Leaders and Choosing to Lead: Science, Politics and Intuition in Executive Selection", Leadership & Organization Development Journal, Vol. 34 No. 3, pp. 285-287. https://doi.org/10.1108/01437739201300001

The process for choosing presidents and CEOs for large organizations is a complex, hidden, and mysterious process. From the outside looking in, those who follow the appointment of organizational leaders have no idea about the inner workings of the selection process. It is a process cloaked in obscurity, secrecy, and almost complete opaqueness from every angle. Living in Silicon Valley, California, I followed with great interest the Scott Thompson debacle. As the CEO of Yahoo, Thompson's falsified resume was rooted‐out and exposed. The process that followed, which lead to Thompson's resignation due to “health problems,” was fascinating to observe. However, it was the appointment of Thompson's successor, Marisa Mayer that was equally intriguing but clearly for different reasons. Again, as with many CEO search processes, details of Mayer's selection process were provided only in desperate bits and pieces until her selection, as Yahoo's next CEO was made official. One can only imagine the gargantuan organizational roiling that was taking place on the Yahoo board as they made their way to a final decision.

David Board's (2012) fine book, Choosing Leaders and Choosing to Lead: Science, Politics and Intuition in Executive Selection, does an excellent job of lifting the vale on the process of executive selection. Broadly speaking, the strength of Board's work is found in his integration of standard selection process models (models with which he is familiar resulting from his 18 years of work in an executive search firm) with research from the behavioral and social sciences. I would describe Board's work as exceedingly insightful for those who want to get “underneath the hood” to understand the more critical and complex components of the executive search process. Board looks at the process with incredible depth and brings to light new perspectives as he examines the issue from a variety of academic, scholarly, and practical platforms. He uses anecdotal data throughout the book which provide windows into his rich descriptions of typical search practices.

The first section of the book speaks to the current state of the executive search process which Board calls “stuck.” Executive search processes are stuck, argues Board, because the process continues to rely on arcane practices involving favoritism, bias, tradition, and secrecy. The lack of scientific rigor into the search process is due to the resistance of those who are responsible for executive selection, and, as a result, continues to create dangerous and costly scenarios for boards charged with the responsibility of choosing their next CEO. While organizations do indeed adopt progressive change at lower organizational levels, senior selection remains stubbornly resistant to modification.

Board's second section argues, superbly I would add, that senior selection should be scrutinized and reshaped because the demands placed on the men and women who fill these high‐altitude offices are radically different than other positions in the organization. The demands and expectations placed on CEOs who breathe this rarified air are radically different then those placed upon those who would fill less‐senior organizational positions. These positions are highly complex, requiring humility, responsibility and intellectual horsepower. They require relational adeptness and disciplined emotional management. Furthermore, successful CEOs must understand and properly (think “responsibly”) apply the power that comes with the position. Part of using power appropriately comes from a familiarity with organizational politics. Throughout Board's discussion in Section 2 is the theme of using the tools of science to more firmly ground and inform the senior selection process. Though science has a great deal to offer to “executive search,” those who are most responsible for orchestrating and facilitating the search process must be willing to embrace these tools.

Board's Section 3 is, without question, the densest component of his book. He addresses skill, intuition, gaming, belonging, science, and leader selection. Yet, as complex as these chapters can be, they are masterfully written. Taken from Board's years of research combined with his own experience as a practitioner, Chapters 7 through 9 create Board's apologetic that buttresses the core of his argument. He discusses themes such as intuition in personal selection, the Dreyfus model of expertise, the work of Pierre Bourdieu, Heidegger, Ludwig Wittgenstien, and Karl Weick. Board takes critical arguments and positions, drawn from his research, and builds a convincing scaffolding around his position that executive search must now be significantly reexamined, revised, and updated. Plowing through this section is demanding but significant to understanding Board's argument.

Part 4 of the book has a refreshing tone that speaks to executive selection from the candidate's perspective. This is particularly insightful as Board raises key and critical questions that candidates for senior positions should consider in advance of entering into any selection process. This section provides helpful detail for issues involving professional development, strategy and goals for those who would seek to attain senior positions.

The final component of the book, Part 5, provides details with practical resources for both candidates and selectors. Regarding the former, Board provides valuable coaching for those who are preparing for the selection process and who are looking for insight into the process once it has commenced. Regarding the latter, Board offers selection committees practical guidance and an overall strategy down do the crafting and shaping of interview questions. The book concludes with a strong section containing detailed academic notes.

In summary, there are two reasons why I strongly recommend this book to anyone interested in understanding, redesigning, or preparing for the executive selection search process. First, Board's work, for the uninitiated, provides excellent insight into the details of the executive search process. As a curious outsider, a potential executive candidate, or as an internal board member involved in stewarding the search process, Board's work provides a strategy for moving toward a deeper and more practical understanding of effective executive search. Second, the book brings sound academic and research resources as well as valuable anecdotal data to those seeking to rebuild their organization's internal search process as well as for those seeking to engage in additional scholarly research in the topic.