How to determine if your next strategy hire is fit to be a long-term leader

When organizations hire a formal strategy leader, it usually marks an important change. A transformation may be underway, or for private equity firms, a portfolio company may be preparing for an exit.

These are high-stakes periods that demand clear thinking and flawless execution, so it’s no surprise that executives who previously served in top management consulting firms commonly lead these efforts. Their analytical strength, problem-solving ability and communication skills are unmatched.

But forward-thinking organizations know the value of these professionals does not have to end when the initial project is over. Ex-consultant strategists who excel in high-pressure, high-impact environments can also transition into longer-term leadership roles. In corporate settings, they often step into business unit leadership. In private equity, they may rotate among portfolio companies or even join the fund at the operating level.

Hiring with this long-term vision requires identifying candidates who can achieve near-term goals while simultaneously growing alongside the business. That process begins far earlier than most organizations realize.

Identifying future strategy leaders at the outset of your search

The most promising candidates typically bring a tier-one consulting pedigree that ingrained the diverse experiences required to lead across initiatives. They’ve solved a range of complex business cases and are ready to take this knowledge to an in-house strategy position.

To evaluate whether someone has these skills, we recommend using an experience-based interviewing model. Ask detailed, situational questions that encourage candidates to walk you through the projects they led and the decisions they made.

Questions may include:

– Walk me through a recent project you spearheaded.

– What was the problem you were tasked with solving?

– What process did you use?

– Who else was involved in solving it?

– What was your specific role in relation to other team members?

– What analysis did you conduct?

– What were the results?

Look for responses that are both detailed and quantifiable. For example, if the candidate built a financial model, ask about the inputs, outputs and specific formulas used. Strong candidates welcome this level of detail and enjoy revisiting work that led to real change. Less-effective candidates may become defensive or vague. In our experience, top performers lean into these discussions.

However, technical ability alone is not enough. The most effective strategists show credibility across all levels of an organization; they know how to communicate with impact in the boardroom while building trust with those on the front lines. So, once you’ve narrowed the talent pool based on project work, the next step is identifying which individuals can grow into long-term operators.

One common sign of long-term potential is prior industry experience. Candidates who served in relevant positions in a business before their consulting careers often possess a more pragmatic view of strategic execution. These individuals understand the nuance of translating ideas into action because they’ve experienced it, and this foundation helps them bridge the gap between strategy and operations, making them more likely to succeed as future leaders.

And while technical and experiential qualifications are essential, there’s no single checklist that guarantees a candidate’s ability to evolve into a long-term leader. The only real indicator is how these individuals make you feel when you’re around them, and this level of qualification requires time and energy from the recruiter. Focus on how candidates communicate and connect during the hiring process, and use a behavior-based interviewing model to probe deeper into how they operate under pressure, navigate conflict and build influence.

Questions to consider include:

– Please describe a couple of long-term strategies which you devised and implemented.

– Tell me about a work situation when you had to stand up for a decision you made even though it was unpopular.

– From time to time, we all face work situations which put us under a lot of stress. Tell me about a recent work example when you were under pressure.

– Nearly everyone is unfairly criticized on the job at some point. Tell me about a time when you were in that situation.

– Describe a work situation when you served as a role model to others.

The takeaway

These prompts allow you to assess a candidate’s maturity, resilience and leadership orientation, but the real tell is how they engage with you and your team. Even with the best slate of candidates at your disposal, hiring someone who you want to grow and make an impact in your organization requires the legwork of spending meaningful time with each person individually.

People choose to follow leaders they respect and trust. Long-term strategic success depends on identifying individuals who possess both the capability and character to grow alongside the organization. When that alignment occurs, businesses can truly hire a lasting partner.

To learn more about strategy recruiting, contact Kevin Stemke at (336) 217-9109 or kevin.stemke@charlesaris.com.