Now that the news of Mark Hurd’s sudden departure from HP has settled, the company has begun the process of finding his successor — something, many believe, only a handful of people in the world are qualified to do.
The significant number of recent CEO departures suggests something needs to change in the way companies hire their chief executives. Certainly a failure to produce results is the most obvious reason for a CEO ousting, but there are others, as in the case of Mark Hurd.
When the Board of Directors assesses a CEO candidate, they look for predictable traits and talents: a proven track record, the ability to learn quickly, proven strategic talent, integrity, and the requisite experience.
However, decision makers often miss one of the most significant signs of potential doom: confidence that has turned to arrogance, a nightmare candidate masquerading as a dream.
Certainly the flood of executive scandals suggests decision makers need to do a better job of selecting talent that will embody all of these characteristics but avoid the trap of hiring the smart sociopath. (Not that I’m accusing Mr. Hurd of sociopathology).
Don’t scoff. Hiring a sociopath unawares happens more often than you might think and can become costly quickly. Steer clear of candidates that do the following:
- Exaggerate achievements and talents
- Show signs of being convinced that they are unique or specially
- Don’t think the rules apply to them
- Require excessive admiration or praise
- Feel entitled and expect special treatment.
- Exploit relationships
Your biggest nightmare will always be the brilliant sociopath. Your second worst nightmare is the idiot with initiative. But that’s the subject of another blog.
