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Hire Leaders for What They Can Do, Not What They Have Done
<!DOCTYPE html> <!--[if IE 8]> <html class="ie8 "> <![endif]--> <!--[if IE 9]> <html class="ie9 "> <![endif]--> <!--[if !IE]><!--> <html class=""> <!--<![endif]--><!-- _____________ _ _ hbr.org _ |/////////////| | | | | | | |:\/E:R|:T/\S:| | |__| | __ _ _ ____ ____ _ _ __ __| | |+++++++++++++| | __ |/ _` | '__\ \ / / _` | '__/ _` | |\:+:\ /:+:/| | | | | (_| | | \ V / (_| | | | (_| | | \:::\ /:::/ | |_|__|_|\__,_|_| _ \_/ \__,_|_| \__,_| \ \ ::+:: / / | _ \ (_) \ /::/ \::\ / | |_) |_ _ ___ _ _ __ ___ ___ ___ \+:/ \:+/ | _ <| | | / __| | '_ \ / _ \/ __/ __| \/_____\/ | |_) | |_| \__ \ | | | | __/\__ \__ \ To improve the |____/ \__,_|___/_|_| |_|\___||___/___/ practice of | __ \ (_) management and | |__) |_____ ___ _____ __ its impact in a | _ // _ \ \ / / |/ _ \ \ /\ / / changing world. | | \ \ __/\ V /| | __/\ V V / est. 1922 |_| \_\___| \_/ |_|\___| \_/\_/ --> <head> <meta charset="utf-8" /> <meta http-equiv="X-UA-Compatible" content="IE=edge"/> <meta name="msapplication-config" content="none"/> <title>Hire Leaders for What They Can Do, Not What They Have Done</title> <link rel="canonical" href="https://hbr.org/2019/08/hire-leaders-for-what-they-can-do-not-what-they-have-done"/> <meta name="item-id" content="tag:blogs.harvardbusiness.org,2007-03-31:999.239440"/> <meta property="og:type" content="article"/> <meta property="article:section" content="High potential employees"/> <meta name="twitter:site" content="@harvardbiz"/> <meta name="item-name" content="Hire Leaders for What They Can Do, Not What They Have Done"/> <meta name="page-category-name" content="High potential employees"/> <meta name="description" content="The next time you are filling a leadership role, ask yourself three questions. First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader? The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers."/> <meta property="article:publisher" content="https://www.facebook.com/HBR"/> <meta property="article:modified_time" content="2019-09-30T05:18:50Z"/> <meta property="og:image" content="https://hbr.org/resources/images/article_assets/2019/08/Aug19_27_175717025.jpg"/> <meta name="apple-itunes-app" content="app-id=1445571382, app-argument=https://hbr.org"/> <meta name="twitter:card" content="summary_large_image"/> <meta property="article:published_time" content="2019-08-27T12:25:50Z"/> <meta property="og:url" content="https://hbr.org/2019/08/hire-leaders-for-what-they-can-do-not-what-they-have-done"/> <meta property="article:tag" content="High potential employees"/> <meta property="article:tag" content="Hiring and recruitment"/> <meta property="article:tag" content="Leadership"/> <meta name="twitter:image" content="https://hbr.org/resources/images/article_assets/2019/08/Aug19_27_175717025.jpg"/> <meta name="primary-editor" content="153"/> <meta property="og:description" content="The next time you are filling a leadership role, ask yourself three questions. First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader? The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers."/> <meta name="twitter:creator" content="@harvardbiz"/> <meta name="article-content-type" content="Digital Article"/> <meta property="og:site_name" content="Harvard Business Review"/> <meta name="viewport" content="initial-scale=1,width=device-width"/> <meta name="page-category-id" content="391518"/> <meta name="uid" content="EAF2AE20EE9FC4427FDAF184773267FE"/> <meta name="shopper-attributes" content="state:guest"/> <meta property="og:title" content="Hire Leaders for What They Can Do, Not What They Have Done"/> <meta name="page-type" content="ITEM"/> <meta name="page-id" content="300"/> <meta name="ox-group" content="537063787"/> <meta name="robots" content="max-image-preview:large"> <!--[if lt IE 9]> <script type="text/javascript" src="/resources/js/support/hbr/elements.js"></script> <script type="text/javascript" src="/resources/js/support/foundation/foundation.js"></script> <![endif]--> <script type="text/javascript"> ;window.NREUM||(NREUM={});NREUM.init={distributed_tracing:{enabled:true},privacy:{cookies_enabled:true}}; ;NREUM.loader_config={accountID:"858143",trustKey:"858143",agentID:"16887721",licenseKey:"e93df31780",applicationID:"8171118"}; ;NREUM.info={beacon:"bam.nr-data.net",errorBeacon:"bam.nr-data.net",licenseKey:"e93df31780",applicationID:"8171118",sa:1}; ;/*! 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</a> </div> <div class="headline-container"> <h1 class="article-hed"> Hire Leaders for What They Can Do, Not What They Have Done </h1> </div> <div class="article-dek-group"> <div class="article-dek">Three questions to ask about each candidate. <div class="article-byline "> <span class="by-prefix">by </span> <ul class="article-byline-list"> <li class="article-author"><a href="/search?term=josh%20bersin">Josh Bersin</a></li> <span class="last-author-joint"> and </span> <li class="article-author"><a href="/search?term=tomas%20chamorro-premuzic">Tomas Chamorro-Premuzic</a></li> </ul> </div> </div> </div> <div class="article-byline detached"> <span class="by-prefix">by </span> <ul class="article-byline-list"> <li class="article-author"><a href="/search?term=josh%20bersin">Josh Bersin</a></li> <span class="last-author-joint"> and </span> <li class="article-author"><a href="/search?term=tomas%20chamorro-premuzic">Tomas Chamorro-Premuzic</a></li> </ul> </div> <div class="pub-date"> August 27, 2019 </div> </div> </div> </div> <div class="standard--container"> <div class="article-width-wrapper flexed"> <hero-image > <div class="hero-image-content "> <img src="/resources/images/article_assets/2019/08/Aug19_27_175717025.jpg" alt="" title="" aria-label="" sizes="(min-width: 64em) 84vw, 100vw" srcset="/resources/images/article_assets/2019/08/Aug19_27_175717025.jpg 1200w, /resources/images/article_assets/2019/08/Aug19_27_175717025-300x169.jpg 300w, /resources/images/article_assets/2019/08/Aug19_27_175717025-768x432.jpg 768w, /resources/images/article_assets/2019/08/Aug19_27_175717025-1024x576.jpg 1024w, /resources/images/article_assets/2019/08/Aug19_27_175717025-500x281.jpg 500w, /resources/images/article_assets/2019/08/Aug19_27_175717025-383x215.jpg 383w, /resources/images/article_assets/2019/08/Aug19_27_175717025-700x394.jpg 700w, /resources/images/article_assets/2019/08/Aug19_27_175717025-850x478.jpg 850w" /> <div class="container--caption-credits-hero "> <span class="credits--hero-image">cranach/Getty Images</span> </div> </div> </hero-image> <page-utils class="article-utils--horizontal-topbar hide-small hide-for-print" data-js-target="page-utils" data-id="tag:blogs.harvardbusiness.org,2007-03-31:999.239440" data-title="Hire Leaders for What They Can Do, Not What They Have Done" data-url="/2019/08/hire-leaders-for-what-they-can-do-not-what-they-have-done" data-topic="High potential employees" data-authors="Josh Bersin; Tomas Chamorro-Premuzic" data-content-type="Digital Article" data-content-image="/resources/images/article_assets/2019/08/Aug19_27_175717025-383x215.jpg" data-summary="<p>Three questions to ask about each candidate.</p> "> <ul> <li class="twitter-icon"> <a href="http://twitter.com/HarvardBiz" target="_blank" rel="noopener noreferrer" js-target="twitter-share"> <i class="updated-twitter-x-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use 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class="article-summary" more-caption="more" close-caption="close"> <span class="summary-header font-bold">Summary. </span> <span class="summary-text"><p>The next time you are filling a leadership role, ask yourself three questions. First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader? The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers.</p> </span> </div> <div class="article-body standard-content"> <div class="left-rail--container "> <page-utils class="article-utils--vertical hide-for-print" data-js-target="page-utils" data-id="tag:blogs.harvardbusiness.org,2007-03-31:999.239440" data-title="Hire Leaders for What They Can Do, Not What They Have Done" data-url="/2019/08/hire-leaders-for-what-they-can-do-not-what-they-have-done" data-topic="High potential employees" data-authors="Josh Bersin; Tomas Chamorro-Premuzic" data-content-type="Digital Article" data-content-image="/resources/images/article_assets/2019/08/Aug19_27_175717025-383x215.jpg" data-summary="<p>Three questions to ask about each candidate.</p> "> <ul> <li class="twitter-icon"> <a href="http://twitter.com/HarvardBiz" target="_blank" rel="noopener noreferrer" js-target="twitter-share"> <i class="updated-twitter-x-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-twitter-x-icon"></use></svg> </i> <div class="utility--icon-label">Post</div> </a> </li> <li class="facebook-icon"> <a href="http://www.facebook.com/HBR" target="_blank" rel="noopener noreferrer" js-target="facebook-share"> <i class="updated-facebook-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-facebook-icon"></use></svg> </i> <div class="utility--icon-label">Post</div> </a> </li> <li class="linkedin-icon"> <a href="https://www.linkedin.com/company/harvard-business-review?trk=biz-companies-cym" target="_blank" rel="noopener noreferrer" js-target="linkedin-share"> <i class="updated-linkedin-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-linkedin-icon"></use></svg> </i> <div class="utility--icon-label">Share</div> </a> </li> <li class="annotate-icon hide do-not-show" js-target="annotate-icon"> <a js-target="handle-mindstone-click"> <i class="mindstone-icon-black" js-target="mindstone-icon-black"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#mindstone-icon-black"></use></svg> </i> <div class="utility--icon-label">Annotate</div> </a> <li> <a href="#" target="_blank" rel="noopener noreferrer" js-target="save-flyout"> <i class="updated-save-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-save-icon"></use></svg> </i> <div class="utility--icon-label">Save</div> </a> </li> <li class="pdf-download hide-for-non-subscriber"> <a rel="noopener noreferrer" href="#" js-target="pdf-download-link" data-reprint-product-id="H054R4-PDF-ENG"> <i class="updated-download-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-download-icon"></use></svg> </i> <div class="utility--icon-label">Get PDF</div> </a> </li> <li class="buy-copies"> <a target="_blank" rel="noopener noreferrer" href="/product/hire-leaders-for-what-they-can-do-not-what-they-have-done/H054R4-PDF-ENG" js-target="buy-reprint-link" data-reprint-product-id="H054R4-PDF-ENG"> <i class="updated-buy-copies-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-buy-copies-icon"></use></svg> </i> <div class="utility--icon-label">Buy Copies</div> </a> </li> <li class="print-page"> <a href="javascript:window.print();" js-target="print-article"> <i class="updated-print-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-print-icon"></use></svg> </i> <div class="utility--icon-label">Print</div> </a> </li> </ul> </page-utils> </div> <content js-target="article-content" data-key="JIRIGkRl2qsL2cVFPW+6jzs5Q0R1RLgRHGVAncDLkuXW130mq3ehZOI4mhmfkNE3" data-index="BM5l29iJY6Ee+8B2yfNlrdgbvN4VLOJhHh/T44P8lW6/Ayc6nLjdLZq53m6Fssl2W3ttEbVhnhTBnm2yOLcFag==" data-waiver="false" data-page-year="2019" data-page-month="08" data-page-seo-title="hire-leaders-for-what-they-can-do-not-what-they-have-done" data-page-adUnit-locations="" data-page-slug="article" data-piano-verified="false" > <p>Fifty years have passed since the publication of <em>The Peter Principle, </em>but its rule still applies today. “In time, every post tends to be occupied by an employee who is incompetent to carry out its duties,” <a href="https://www.amazon.com/Peter-Principle-Things-Always-Wrong/dp/0062092065" target="_blank" rel="noopener">noted</a> Laurence J. Peter, the educator behind this famous work. His theory postulates that most competent people are promoted until they reach a position that is above their skill level, at which point they <a href="https://www.journals.uchicago.edu/doi/abs/10.1086/379943" target="_blank" rel="noopener">cease to grow</a>.</p> </content> <!-- citation --> </div> </div> <div class="right-rail--container"> <div class="right-rail--inner"> <div class="hide-for-article-small hide-for-print right-rail-ads"> <div id="DFP_TITLE_pos2"> <script type="text/javascript"> if (isAdobeSync()) googletag.cmd.push(function() { googletag.display("DFP_TITLE_pos2"); }); </script> </div> </div> <personalization-placement class="personalization-placement" data-placement-id="right1"></personalization-placement> <div class="hmm-right-rail-placement do-not-show" js-target="right-rail-tout"> <div class="hmm-right-rail-placement-wrapper" js-target="hmm-right-rail-placement-wrapper"> <div class="relative"><span class="hmm-label">New!</span></div> <div class="hmm-title-wrapper flex-container"> <img class="hmm-learning-icon" src="/resources/css/images/hmm/HBR-learning-icon.png"/> <div>HBR Learning</div> </div> <div class="hmm-tout-image-margin"> <img class="hmm-tout-image" src="/resources/images/hmm/Course_Illustrations/Attracting_And_Cultivating_Talent_Course/topic_landing_page_1400.png"/> </div> <div class="hmm-catchphrase">Attracting and Cultivating Talent Course</div> <div class="hmm-subscribers-hook hmm-marketing-description do-not-show">Accelerate your career with Harvard ManageMentor®. 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Access more than 40 courses trusted by Fortune 500 companies.</div> <div class="hmm-subscribers-hook">Discover how to attract, hire, develop, and keep talented people who will grow and thrive throughout their employee journey.</div> <a href="/api/hmm/link?url=%2Fcontent%2Fattracting_and_cultivating_talent%2Flandingpage.html%3Futm_source%3Dhbrwebsite%26utm_medium%3Darticle-tout" target="_blank" data-course-slug="attracting_and_cultivating_talent"><div class="hmm-start-button"><span class="hmm-button-text">Start Course</span></div></a> <a class="hmm-more-link" href="/learning?ab=articlepage_hmm-landing_hmm-tout-rightrail">Learn More & See All Courses</a> </div> </div> <div class="right-rail-piano-container advertising"></div> <div class="ecommerce-module hide-for-article-small hide-for-print"> <personalization-placement class="personalization-placement" data-placement-id="right_rail3"></personalization-placement> </div> <div class="related-topics--common related-topics--textnotmobile hide-for-print"> <span class="related-topics--links">Read more on <a href="/topic/subject/high-potential-employees?ab=articlepage-topic"><strong>High potential employees</strong></a> or related topics <a href="/topic/subject/hiring-and-recruitment?ab=articlepage-topic"><strong>Hiring and recruitment</strong></a> and <a href="/topic/subject/leadership?ab=articlepage-topic"><strong>Leadership</strong></a> </span> </div> </div> </div> </div> <div class="post-container"> <div class="article-width-wrapper"> <ul class="author-bio author-bio--mobile-only"> <li> <div> <author-avatar data-url="/resources/images/article_assets/2016/07/Bersin-Headshot.jpeg" data-author-name="Josh Bersin" data-js-target="author-avatar" style="background-image: url(/resources/images/article_assets/2016/07/Bersin-Headshot.jpeg);"> </author-avatar> </div> <div> <span> <a href="/search?term=josh%20bersin&search_type=search-all">Josh Bersin</a> is founder and CEO of human capital advisory firm The Josh Bersin Company. He is a global research analyst, public speaker, and writer on the topics of corporate human resources, talent management, recruiting, leadership, technology, and the intersection between work and life. </span> </div> </li> <li> <div> <author-avatar data-url="/resources/images/article_assets/2012/07/110-Tomas-CP.jpg" data-author-name="Tomas Chamorro-Premuzic" data-js-target="author-avatar" style="background-image: url(/resources/images/article_assets/2012/07/110-Tomas-CP.jpg);"> </author-avatar> </div> <div> <span> <a href="/search?term=tomas%20chamorro-premuzic&search_type=search-all">Tomas Chamorro-Premuzic</a> is the Chief Innovation Officer at ManpowerGroup, a professor of business psychology at University College London and at Columbia University, co-founder of <a title="https://www.deepersignals.com/" href="https://www.deepersignals.com/" target="_blank" rel="noopener">deepersignals.com</a>, and an associate at Harvard’s Entrepreneurial Finance Lab. He is the author of <a title="https://www.amazon.com/Why-Many-Incompetent-Become-Leaders/dp/1633696324/" href="https://www.amazon.com/Why-Many-Incompetent-Become-Leaders/dp/1633696324/"><em>Why Do So Many Incompetent Men Become Leaders? (and How to Fix It</em>)</a>, upon which his <a title="https://www.youtube.com/watch?v=zeAEFEXvcBg" href="https://www.youtube.com/watch?v=zeAEFEXvcBg">TEDx talk</a> was based. His latest book is <i><a title="https://www.amazon.com/Human-Automation-Quest-Reclaim-Unique-ebook/dp/B099KQV3ZJ" href="https://www.amazon.com/Human-Automation-Quest-Reclaim-Unique-ebook/dp/B099KQV3ZJ">I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique.</a> </i>Find him at <a title="https://drtomas.com/" href="https://drtomas.com/">www.drtomas.com</a>. </span> <div class="twitter-icon-and-handle"> <a href="https://twitter.com/intent/follow?screen_name=drtcp" alt="Twitter"> <i class="icon icon-twitter" title="Twitter"></i> <span class="at">drtcp</span> </a> </div> </div> </li> </ul> <page-utils class="article-utils--horizontal hide-for-print" data-js-target="page-utils" data-id="tag:blogs.harvardbusiness.org,2007-03-31:999.239440" data-title="Hire Leaders for What They Can Do, Not What They Have Done" data-url="/2019/08/hire-leaders-for-what-they-can-do-not-what-they-have-done" data-topic="High potential employees" data-authors="Josh Bersin; Tomas Chamorro-Premuzic" data-content-type="Digital Article" data-content-image="/resources/images/article_assets/2019/08/Aug19_27_175717025-383x215.jpg" data-summary="<p>Three questions to ask about each candidate.</p> "> <ul> <li class="twitter-icon"> <a href="http://twitter.com/HarvardBiz" target="_blank" rel="noopener noreferrer" js-target="twitter-share"> <i class="updated-twitter-x-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-twitter-x-icon"></use></svg> </i> <div class="utility--icon-label">Post</div> </a> </li> <li class="facebook-icon"> <a href="http://www.facebook.com/HBR" target="_blank" rel="noopener noreferrer" js-target="facebook-share"> <i class="updated-facebook-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-facebook-icon"></use></svg> </i> <div class="utility--icon-label">Post</div> </a> </li> <li class="linkedin-icon"> <a href="https://www.linkedin.com/company/harvard-business-review?trk=biz-companies-cym" target="_blank" rel="noopener noreferrer" js-target="linkedin-share"> <i class="updated-linkedin-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-linkedin-icon"></use></svg> </i> <div class="utility--icon-label">Share</div> </a> </li> <li class="annotate-icon hide do-not-show" js-target="annotate-icon"> <a js-target="handle-mindstone-click"> <i class="mindstone-icon-black" js-target="mindstone-icon-black"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#mindstone-icon-black"></use></svg> </i> <div class="utility--icon-label">Annotate</div> </a> <li> <a href="#" target="_blank" rel="noopener noreferrer" js-target="save-flyout"> <i class="updated-save-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-save-icon"></use></svg> </i> <div class="utility--icon-label">Save</div> </a> </li> <li class="pdf-download hide-for-non-subscriber"> <a rel="noopener noreferrer" href="#" js-target="pdf-download-link" data-reprint-product-id="H054R4-PDF-ENG"> <i class="updated-download-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-download-icon"></use></svg> </i> <div class="utility--icon-label">Get PDF</div> </a> </li> <li class="buy-copies"> <a target="_blank" rel="noopener noreferrer" href="/product/hire-leaders-for-what-they-can-do-not-what-they-have-done/H054R4-PDF-ENG" js-target="buy-reprint-link" data-reprint-product-id="H054R4-PDF-ENG"> <i class="updated-buy-copies-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-buy-copies-icon"></use></svg> </i> <div class="utility--icon-label">Buy Copies</div> </a> </li> <li class="print-page"> <a href="javascript:window.print();" js-target="print-article"> <i class="updated-print-icon"> <svg class="" alt="" aria-labelledby="title"> <title></title> <use xlink:href="/resources/css/images/hbr-icons.svg#updated-print-icon"></use></svg> </i> <div class="utility--icon-label">Print</div> </a> </li> </ul> </page-utils> </div> <div class="article-width-wrapper"> <div class="hmm-bottom-placement do-not-show" js-target="hmm-bottom-tout"> <span class="hmm-label">New!</span> <div class="hmm-content-wrapper"> <div class="hmm-title-wrapper flex-container"> <img class="hmm-learning-icon" src="/resources/css/images/hmm/HBR-learning-icon.png"/> <span class="title">HBR Learning</span> </div> <div class="hmm-content-title">Attracting and Cultivating Talent Course</div> <div class="hmm-dek hmm-marketing-description">Accelerate your career with Harvard ManageMentor®. 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