Business leaders are in agreement that there has never been a more complex time when it comes to hiring the right people or
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If you're hiring for the C-suite, it has never been more important to consider the "soft skills" of a candidate. When I speak about soft skills, I am referring to social and interpersonal skills, or emotional intelligence (EQ), which is the ability to perceive, control and evaluate emotions. More specifically, I find that the following three soft skills demonstrate a strong level of EQ: listening (and hearing), humility and communication.
The yin and yang of the C-Suite
Every leader needs some balance of both technical and communication skills. Similarly, every C-suite needs a balance. The C-suite may have many individuals, and the trick is to look at the group collectively to see if they, combined, can communicate effectively and are humble listeners.
Steve Jobs is a prime example. He was known to be difficult to work with from a communication perspective due to his low EQ skills. His technical skills for innovation, however, drove Apple to develop world-changing technology. Jobs surrounded himself with executives who had strong EQ, who translated his big ideas into action and brought the company the success it is now renowned for.
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Three soft skills that really matter today
As in many C-suites, there are multiple personalities and abilities representing each side of the business. Both styles are equally important but have to work symbiotically. For technical leaders, quantifiable abilities are more easily evident. So, let's dive a little bit deeper into the importance of having a C-suite with high EQ:
- Listening Skills: Leaders with strong listening skills actively listen and internalize what they're being told. The feedback is then considered in future business decisions or taken into account as part of the emotional aspect of the conversation. I find that technical leaders are great "tellers" who need a soft-skilled leader who is a great "listener." For example, when we look at the post-COVID workplace, employees have been outspoken about their
desire for hybrid work . While some companies have ignored these requests, potentially to their own detriment, others have listened well, offering more flexibility and broadening their talent base. From there, they gather feedback and adjust as necessary, recognizing that it is a dynamic and new environment that requires a thoughtful approach. - Humility: An effective C-suite knows the value of humility. They understand the value each person brings to their organization, and they view their titles as a formality rather than something that puts them above others. When facing criticism about the company, they listen intently and with empathy, rather than responding from a place of resentment or self-protection. A humble C-suite might employ internal surveys to better understand their weaknesses and create actionable, positive change. Additionally, these deferential leaders often recognize the need for an outside opinion and are willing to actively address a situation instead of brushing it off.
- Communication: Good communication skills encompass more than writing and speaking, which are outbound communication skills. A good communicator can evaluate inbound data, including body language. They should also be eloquent in their email communications, in resolving conflict, and in providing feedback. Strong communications allow leaders to understand what motivates their employees or what makes them anxious. This leader possesses the skills to build relationships, not just within one's own company but also with others in the industry.
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How to identify executives with strong soft skills
Finding the right C-suite leader with the necessary attributes for this role is difficult. The screening process to find the right candidate is immense. However, there are now a variety of useful tools to empower the hiring process, like AI, psychological screenings and personality tests like DISC.
You should leverage these tools to ask the questions whose answers will differentiate who the best fit is for your culture. Pointed questions like:
- Describe your leadership style; how do you lead from a technical perspective and from an emotional perspective?
- Walk me through a negotiation you facilitated, what is your negotiation style when purchasing software solutions?
- Can you provide an example of a time you have de-escalated conflict between two leaders or during a boardroom meeting?
- Can you share an example of how you enacted change at the company due to employee feedback?
- What is your process for building a team?
These questions encourage prospective hires to share how they think about themselves and the world around them, giving you the ability to gauge their EQ and decide if they will fit in with the rest of the C-suite.
The saying "It's not what you know, it's who you know" is absolutely true and there's no better evidence of this than the residents of the C-suite. Those people got there because of their relationships, and because they can relate well to their teams and to other leaders. There has never been a more appropriate time to focus on the EQ of a C-suite hire. The future of the working world demands leaders that have strong interpersonal skills. Approaching candidates with this in mind will help enable you to make the most effective hire for your company.
