Linda Henman

Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. 

the ceo magazine, hiring

Last month a CEO client contacted me to evaluate Dean, an executive who had come to him through a referral from a trusted source. The man who referred him knows both my client and the candidate and assured the CEO that the two should meet to explore how Dean could work for him.

Hold on. No job description? No posting for the position? No due diligence? Unthinkable. Absurd. Perfect.

The week before Christmas I traveled to icy temperatures to meet Dean and evaluate him. But evaluate him for what?

On October 22, 2013 America lost a hero, General Robinson Risner, Word War II combatant, Korean War ace and Vietnam prisoner of war senior leader. The history books will note Risner’s two Air Force Crosses, his courage under torture, his outstanding aviation in three wars, and his long commitment to the military. I will remember him for being nine feet tall.

ceo magazine

Back in the days of yore when I started my consulting career, diversity issues dominated the agendas of military social action groups and the burgeoning human resource movement. People wanted inclusion, equitable pay, and fairness in hiring and promotion. New terms like “affirmative action” and “quotas” started to creep into the vernacular, and people reacted with varying degrees of confusion, delight, and angst.

When it comes to accepting direction, star performers, especially those in the major leagues of their industries, show caution and restraint. They offer raw talent, expertise, discipline, and excellence, so they want to see the same qualities in those who lead and teach them. Members of the St. Louis Cardinals see these traits in their hitting coach, John Mabry.

ceo magazine, leadership

We’d like to think that if we met someone who didn’t have a conscience, we would size up the situation quickly and accurately. If we were to encounter the corporate equivalent to the fictitious Hannibal Lecter, the evil psychiatrist Anthony Hopkins made famous in Silence of the Lambs, we believe that, like FBI agent Clarice Starling, we would not only assess him accurately, we would know what to do to overpower him. And we’d be wrong.

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