Networking is linked to many measures of professional success; from promotions to landing a dream job, networking helps individuals to establish their connectivity in the business world and capitalise on opportunities when they arise.

It’s natural therefore, that we approach those in our existing network about opportunities or leadership roles which may crop up in our organisations. It can feel like the easy interim talent management strategy, to chat to a friend at a BBQ, to call up an ex-colleague or engage with a peer at the golf club. Hiring someone we know and trust from the same industry, who is accessible at short notice, can help solve a talent problem relatively simply. But at what cost?

Diversity is key

It’s no secret that creating a diverse workplace commences at the top of the chain, with a diverse leadership team who represent a broad base of interests, schools of thought, backgrounds and diversity. This leadership team underpin the brand values, strategic direction and representation of the customer base as much as the customer themselves and also set the tone for moving an organisation towards representative success. With a larger pool of experience to draw from, diverse leadership teams create for themselves the opportunities to innovate, to grow and attract bright talent from outside of the organisation.

Drawing on your own network to fulfil important leadership positions, it’s highly likely you’re recruiting someone just like you. As humans, we’re naturally attracted to like-minded connections and recruiting only known quantities from within the same sector, essentially means you’re failing to allow for a thorough analysis of not just professional capability, but behavioural and motivational fit too. A ‘network recruit’ often fails to allow for an objective assessment and the powerful recruitment energy the right Interim Executive can deliver. The stakes are high — a lack of diversity will almost certainly impact upon business objectives and dull innovation. In a customer centric world, in which a strong understanding and relationship with customers is critical to success, hiring an individual from the same background, the same industry and with similar experience to the rest of the leadership team, can have a significant impact on what the customer journey, business outcomes and success looks like.

Searching the market

Organisations are calling out for visionary leaders who can step in at speed and hit the ground running, which is a common reason cited for hiring from within the leadership team’s own network. In order to remain competitive however, speed of ‘network’ hire should be balanced with a clear evidenced requirement, to actively seek a wider candidate pool.

Leaders should look to proactively embrace an analysis of how differing interim skills, thoughts and behaviours could contribute to the commercial bottom line and deliver outcomes beyond commercial expectations.