Question added by
Mohammed Khaiwa
, Recruitment Consultant - Account Manager , Manpower Professional Middle East , Manpower Inc.
Date Posted: 2012/09/22
by
Samuel Trapp , Contract Manager, Business Consultant, General Counsel , TGC
The fact is that focus tends toward more generalist knowledge at the executive level, as opposed to more specific expertise at mid-level management positions. This is true because executives are expected to provided input on the risk-taking that exists at the top levels of running a large business. As a result, if you are looking to expand your portfolio of potential executives, look toward mid- to upper-level experts in their disciplines that exhibit some risk taking. These are upper level managers who are confident in their approach in their own discipline and are comfortable with telling their bosses and peers the sometimes difficult truths about their disciplines. There are profile exams and proficiency tests that can be given to candidates to determine their tendency toward or aversion to risk scenarios. Sadly, I am aware of no data that states that these types of leaders run in packs or certain circles, so identifying them or generalizing where they may be found is difficult. I am of the opinion that an organization should develop methods to recognize and appreciate risk-takers at all levels, but that depends on the culture and/or bureaucracy of the organization. Growth from within, retention of experts and development of leaders is the best way for large companies to ensure their own continuity.As for approaching such individuals... The direct route is best. Leaders appreciate a direct approach.
