Lead to Win by Carla A. Harris

Author:Carla A. Harris [Harris, Carla A.]
Language: eng
Format: epub
Publisher: Penguin Publishing Group
Published: 2022-09-13T00:00:00+00:00

When today’s talent assesses a potential company to work for, one of their top priorities is representation, particularly in the senior levels. They want to work for organizations where they can see themselves. To show the kind of representation your organization needs to attract new and diverse talent, you will have to engage in lateral recruiting. While every company would love to bring people in at the entry level and grow and develop them to be senior executives, we do not have that luxury in our current environment. It takes at least ten years to grow and develop a senior executive, yet the rate of innovation is almost a tenth of that time, twelve to eighteen months—you cannot wait for someone to mature enough to lead and still compete in the marketplace. In addition, over the course of ten years, you will have at least two bear market cycles, during which you might endure a couple of reductions in force and therefore lose some of the women and/or people of color in your pipeline that you recruited and have been trying to develop.

Here is where lateral recruiting is so important. You can hire people away from competitors or other industries to fill in some of the roles where you lack representation. However, if you are going to engage in lateral recruiting, you must be careful of organ rejection. You might wonder how organ rejection relates to hiring people. Consider this analogy. If you have ever known anyone who has had a successful kidney or liver transplant, then you know that the surgeons will usually prescribe at least twenty drugs following the surgery. These drugs support the body in holding on to the new organ. The reason? Despite the fact that the body needs the kidney or liver, it will naturally dispel that which is foreign. It is the same for people you hire laterally. As the leader, you will need to overinvest in their success and integration and ensure that they feel included in order to heighten the probability that they will be absorbed into the organization, be embraced by the culture and other senior executives, and stay with your team.

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