Apr 18 - May 8Phase 1May 8 - 27May 28 - Jun 5
Science is what has lifted selection out of the dark ages for junior and mid-level roles over the past 40 years, but it's had virtually no impact on senior level (C-suite) hiring. That's partly because science-based selection has been anti-intuition and in denial about the political nature of all senior appointing decisions. Science is great but backward looking and can't solve wicked problems. Senior hiring processes (mostly done in secret) don't just cover over politics, they support illusions of rational control and cover over our deep fear of the unknown - key blockers to adaptivity.
Mini-hack: we're-not-scared selection says we change our paradigm for how to choose people, especially for senior roles, to embrace science, politics and intuition. It says we're not scared to go beyond science, and to see what our intuitions say. We're not scared to challenge those intuitions and each other. We're not scared to be politically incorrect, because our best, intuitive, future-oriented hunches won't come out clean and sanitised - and because we're also not scared to choose people diversely and boldly. Fundamentally, we see selection processes as needing to incorporate science but to go beyond it, to be socially disciplined and accountable ways of making us not scared to face the future. (Other relevant mini-hacks already suggested include experimentation, wildcat hiring, de-appliancize your employees)
Possible management hack: change succession planning so that for each role, a person specification comes with a risk appetite (low, medium high). Borrowing that concept from investment, it's not the purpose of business to take no risks; it is to take risks which are strategically worth taking. The board can accelerate diversity-with-a-business-purpose by requiring senior executive succession plans to show (with reasons) a significant proportion of posts for which the organisation should have high risk appetite when selecting.
Source for this hack: 18 yrs as headhunter + 'what the hell was I doing' doctorate = 'Choosing Leaders' (Gower applied research book 2012)