HBR advises against equating enthusiasm with readiness for a role or interpreting restraint as a lack of ambition. The authors stress that hesitation can reflect self-awareness, a realistic assessment of the workload and an understanding of the trade-offs.
Key takeaways
- CEOs should distinguish between people who are ready, those who need more experience and those for whom the role itself is not a good fit.
- Discussions about leadership candidates should explore expectations, motivation, development gaps and the realities of the position, rather than enthusiasm alone.
- This framework reduces the risk of appointing people who sell themselves well but struggle with the burden of the role.
- It also helps build a better succession plan and develop future leaders.
What this means for CEOs
The CEO’s main task is not to persuade hesitant candidates, but to assess their fit for the role more accurately. This strengthens succession decisions and reduces the cost of mistaken appointments.