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  • Learning from Boardroom Perspectives on Leader Character

    Nine meetings involving 786 directors and would-be directors were held at the Institute of Corporate Directors with the objective of facilitating a discussion on leader character with people experienced in the practice of corporate governance as well as with individuals interested in becoming directors. Following the sessions, a survey of attendees was conducted. This article presents what the authors learned and offers six recommendations for improving the director search, evaluation, performance review and renewal processes: 1. Be explicit about search criteria and include the character dimensions along with competencies. 2. Ensure that whoever does interviewing is, in fact, a good interviewer. 3. When multiple interviews are done sequentially, ensure that each interviewer has a set of questions so that the sessions are comprehensive but not repetitive. Furthermore, schedule a session of all involved in the process to share their observations. 4. Task the search consultant, if one is used, with developing a comprehensive list of referees who actually know the potential nominee. 5. When asking a referee whether they “know” someone, care must be taken to understand the context of this knowledge. 6. If a candidate resists or resents discussion about character, then you should resist the candidate.
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  • Linking Candour to Leadership Character with Gen. Rick Hillier

    Lack of candour stems from avoidance of difficult or uncomfortable situations. However, what begins as an attempt to avoid difficulty often turns into a series of bad decisions and bad consequences. Candour allows organizations to have better idea generation, faster problem solving through avoiding “beating around the bush,” and more efficient processes. The authors argue that candour requires character and that with character comes the judgment that ensures the appropriate expression of candour. Their research has shown that candour requires depth of character across eleven dimensions. <br><br>To understand candour in practice, the authors have interviewed General Rick Hillier, former Chief of the Defence Staff of the Canadian Forces. Hillier defines positive candour as that which focuses on a leader’s charges. He refers to leaders making comments for personal gain — such as in the case of certain whistleblowers — as an example of negative candour. He explains that if a leader acts candidly, then they must expect their subordinates to be equally candid and must not punish them for doing so. Arguably, being candid is the best way to treat people fairly. However, Hillier clarifies that candour is culturally bound and that leaders must be patient and polite in their interactions with foreigners in order to ensure effective communication.
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