Tailgating or Executive Empowerment

When senior leaders join your organization and in no time they bring their exporters to their team. What goes through your mind? You must be thinking that they must have called the hr guy and said, hey, I like these two guys. Give them an awful like, isn't that simple? Maybe not. You all know the system, isn't it? You know, if you had to hire somebody, whether you are a funded startup or large enterprises, there are rigorous interview processes including skip levels, local level interviews, assessment centers and still the XT members time. How does that happen for me?

I always think that there are thin lines between conflict of interest, governance and what I call as a when you hire somebody, you are actually telling them, I trust you. So I trust all the people that you recommend to the company as well. But let's say you want to don't want to actually empower the person. What happens? Once when a founder wanted to recruit a CFO, the investor said no. And they brought in somebody else, guess how, how long that lasted? About six months. So what went wrong? I don't know. But it's pretty clear, right?

When you bring somebody who I don't want to work with what happens it doesn't take off at all. I also believe that when you are hiring people from your, you know, past relationships, it's a double s ask me, you know, I once hired somebody and the person didn't last six months and my super boss, he humiliated me in public in front of my colleague's peers and said, see what happened. We trusted you and brought somebody, the person left in no time and worse. If the person is there and doesn't perform, you're sort of, you know, inserted even further saying that, you know, who are you recruiting, you're only recruiting based on, right? So if you think that bringing somebody is like, you know, just to increase your quarter in an organization, it's a double s sword for our senior leaders if they perform great.

But at the same time, you're giving an indication that, you know, only people who have worked with in the past will go well, if they leave again, it's a credibility issue with your peers and bosses and the reportees that, you know, people whom you recruit don't stay with you. So hiring from your past life, from your relationships from your past enterprises seems to be the easiest thing to do and maybe it passes through certain governance and conflict of interest parts of the organization. But I think when the board, when Super bosses allow you to hire silly people from your pastor. What it means is that they are trusting you, they are empowering you. This is what I call an apartment and it can horribly go wrong or it could work well in your favor. People who balance it well and get the right kind of people to nurture and also take them along actually are successful. But I always felt it's a double sword. Tune in to hear more from Kamal Karanth, co-founder of Xpheno, a specialist staffing firm.