In an increasingly competitive business landscape, organizations are not just hunting for the best talent to fill positions, but also seeking individuals who can contribute positively to their company culture. The MIT Sloan report emphasizes that both character and competency should be key considerations in hiring and promotion decisions. It argues that the character attributes of employees fundamentally shape company culture. According to Mary Crossan, a professor of strategic leadership at Western University, a focus on isolated elements of character, such as courage or drive, can lead to a narrow and incomplete understanding of a person. Instead, she advocates for a holistic approach, rooted in science, that encompasses multiple interconnected dimensions.
Crossan introduces the “Leader Character Framework,” which includes 11 character dimensions: judgment, transcendence, drive, collaboration, humanity, humility, integrity, temperance, justice, accountability, and courage. These dimensions provide a comprehensive lens through which to evaluate an individual’s character. Crossan suggests that unstructured, free-flowing interviews are the most effective way to assess these dimensions. Such interviews allow for a more personalized and thorough evaluation of an individual’s character traits, steering away from conventional, rigid assessment methods. By focusing on these character dimensions, businesses can ensure that they are hiring and promoting individuals who will contribute positively to organizational culture.
These character assessments should not be isolated assessments conducted by HR professionals alone. Instead, the assessment process requires observing the interviewer’s own character, identifying clusters of character dimensions, and taking note of the strengths and weaknesses in character development. Promoting employees from within the organization, according to Crossan, sends a strong signal about the character traits that are valued by the leadership. This approach can have a cascading effect on the company culture, significantly influencing it in a positive direction.
The Role of Character in Shaping Organizational Culture
In today’s competitive business world, companies seek employees who excel not only in skills but also in contributing positively to the company culture. The MIT Sloan report highlights that hiring and promotion decisions should consider both character and ability. It notes that employee character deeply influences company culture. Mary Crossan, a strategic leadership professor at Western University, warns against focusing solely on single character traits like courage or drive, as this provides an incomplete view of a person. She proposes a holistic, science-based approach that considers multiple interconnected dimensions.
Crossan presents the "Leader Character Framework," which includes 11 key character dimensions: judgment, transcendence, drive, collaboration, humanity, humility, integrity, temperance, justice, accountability, and courage. These dimensions offer a thorough way to evaluate a person’s character. Crossan recommends unstructured, free-flowing interviews to assess these traits effectively, as they allow for a more personalized and in-depth evaluation than conventional methods. By emphasizing these character dimensions, organizations can hire and promote individuals who will enhance the company culture.
Character assessments should not be the sole responsibility of HR. The process involves recognizing the interviewer’s own character, identifying clusters of traits, and noting strengths and weaknesses in character development. Promoting from within signals the character qualities valued by leadership, which can positively impact company culture and foster a strong, values-driven environment.