It was just a few weeks ago (it feels like years!) when Vice President Harris was faced with a challenge: Who to choose as her running mate? Many names were floated and the good news for Harris was that all the serious contenders were well qualified.
Not all in the same way of course – each had his own set of strengths, background, and experience. But, in terms of who could help the ticket, among those considered, there were no bad choices to be made.
Of course, that’s a nice situation for any leader to be in. But it doesn’t make the decision any easier or the selection more obvious.
In fact, when candidates – vice presidential or otherwise – appear to be equally suitable, the “best” decision becomes about more than identifying who, objectively, has the right skills, experience, and qualifications. It requires dialing in more deliberately and carefully about traits and competencies and how they compare to each other.
Making the “best” choice among top performers for a certain position is a wonderful problem to have, but it’s a problem, nonetheless.
Here then are five things to keep in mind if you find yourself needing to select between two or more highly qualified candidates.
#1. Know What Really Matters
For Harris, choosing a vice presidential running mate is first and foremost about winning the election. Everything else is secondary; the choice of Tim Walz was done with that in mind.
Likewise, early-stage biotech companies often have make or break requirements. For example, if the number one qualification of a potential hire is to fix a specific problem/dynamic, that’s where the focus needs to be. Here as well, in this situation, everything else is secondary.
So take deliberate steps to ensure you are clear about what matters most and are doing the right comparisons and research to uncover that.
#2. Think About the Future
As you compare candidates, consider how things may play out over time. Keep in mind that every great strength also has its downside. What might that look like down the road?
Also, see if you can overlay what a candidate brings with possible paths the company may take over the next few years– crisis, growth, contraction, etc. How will they fare in the face of future unknowns and how might their background and orientation benefit (or hurt) the company?
#3. Which Gaps Are Easiest to Fill?
Given the shortcomings each candidate invariably has, how difficult/possible will it be to compensate for these?
For example, if you have someone who is less strong externally, do you have others on the team who can play the storyteller with investors? Or, for a technical gap, can you modify the organizational structure in some way or plug in someone underneath them (internally or through consultants) that has the necessary depth?
The gaps will be there – for which candidate can you most effectively backfill?
#4. Who Wants it More and Has Goals in Alignment With What You Need?
Josh Shapiro seemed to be the odds-on favorite to be Harris’s pick. But post-selection reporting suggested he had reservations about leaving his position as Pennsylvania governor and questions about his role as VP should Harris win.
Walz, on the other hand, was eager to do whatever needed doing to support the campaign.
When you are choosing among top performers, keep in mind they have many options and are invariably ambitious. There’s a difference between a candidate who sees your opportunity as the job they have always wanted and someone who sees it as a steppingstone. The former is less likely to be enticed away by the next opportunity and more committed to your cause.
#5. Dig Deep
When you have two (or more) excellent alternatives, it behooves you to optimize your choice by getting into the nitty gritty of each candidate.
Interviews matter, of course. Just remember that the interview process is not a level playing field – some people are much better at it than others and we, as human interviewers, have biases. You want as full a picture as possible.
Be extremely diligent about referencing (preferably by reaching out to people you know and trust who may know the candidate), involve others on your team in the process, and spend time with the candidates outside the four walls of your office to see how they present in the “real world.”
The worst-case scenario is when the person you hire is not who you thought s/he was.
Conclusion
Ultimately, deciding between top-notch candidates comes down to choosing the person who both fits your current needs and aligns with where you’re headed.
When looking for the best of the best, leave space to take your time, trust your gut, and consider more than just objective qualifications.
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