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…it’s customary to draw up a list of all the desired traits that a winning candidate should have… these specifications sometimes become so long and lofty that they verge on absurdity.

…leaders are looking for people uniquely right for the job at hand. It doesn’t matter how ill suited such a person might be for something else.

Sizing up a candidate’s capacity to learn and grow is usually the hardest part of an assessment. Some organizations don’t even try to hazard a guess.

…well-run auditions can sound the alarm about candidates who seem spectacular on paper but falter on closer inspection.

It’s not enough to know that a candidate, for a few brief moments, can deliver what looks like a successful performance.

In almost any field, most prime candidates come from a narrow, time-tested set of backgrounds… Hunting strictly in those familiar zones doesn’t find everybody, however.

…it’s easy to say that [fringe] candidates aren’t worth the time it would take to assess them. Yet… ignoring all of these outsiders can mean squandering access to a vast amount of talent.

The hard-nosed leadership program pinpoints candidates with the talent, skill – and adaptability – to make the jump.

The best assessors in any field look at people differently… These judges all have the courage to focus on candidates’ underlying character and motivation, rather than sticking merely to classic measures of experience.

Rather than insisting on perfect pedigrees, make room for at least a few offbeat candidates who have shown great hunger for success in unexpected arenas.