In the process of selecting an internal candidate for a promotion, a concerned emerged.

“I think we should promote the top candidate in our pool,” a manager commented. “The candidate is experienced, has an outgoing personality and is very passionate about the promotion.”

Another responded, “I’m not confident the candidate is a good fit. I believe Gina would be better in this role.”

“She has not applied and she doesn’t say much.”

“I agree Gina is introverted; but she is very analytical, and her analysis and justifications are always clear and understandable. Her peers trust and respect her.”

Liz Mineo, writing in The Harvard Gazette, quotes a study by Professor David Deming that found candidates who have a strong desire to be in charge are often not good selections. They tend to be overconfident and think they understand people better than they do.

Effective leadership requires the ability to make good decisions and gain the trust of team members.  Degrees, certifications, experience and desire to be in charge do not necessarily predict leadership success. 

Analytical and trusted candidates may not apply for positions because they do not recognize their leadership talents. To increase the odds of selecting good leaders, seek smart, trusted candidates even if they do not apply.