Who would you hire?

Imagine this scenario: you are choosing between two candidates to fill a position in your organization. Candidate A has no weaknesses relative to the competencies of this position, but nothing stands out as a strength. Candidate B, on the other hand, has a few minor weaknesses but a clear and profound strength in an area critical to success in the job. Whom do you hire?

An interesting question! I read this question in a book titled The Extraordinary Leader by John H. Zenger and my colleague from a few years back, Joesph Folkman. (published by McGraw-Hill in 2002, an updated version of will be released in June, 2009. I've already pre-ordered my copy!)

Zenger and Folkman go on to explain that their research with 8000 leaders ties strengths with "overall effectiveness." Leaders who are perceived to have no strengths are rated, on average, at the 34th percentile in overall effectiveness. Leaders perceived to have one strength (average of 4.5 on a 5.0 scale by raters) move to the 64th percentile in effectiveness. Leaders with two clear strengths move to the 72nd percentile; three strengths moves a leader to the 81st percentile; four strengths is at 89; leaders perceived with five clear, profound strengths score at the 91st percentile for overall effectiveness.

When we understand that developing and knowing our strengths -- whatever those strengths may be -- leads to overall effectiveness, we will be eager to articulate and develop these strengths!

So, whom would you hire? I'll opt for Candidate B myself!

Andrea