Companies should conduct a psychology and skill screening on people holding leadership positions.
When leaders underperform, the consequences are often reflected in various aspects that may not be directly attributed to the leaders themselves. Which makes this weakness challenging to identify. Here are a few indicators that can help identify poor leadership

✦The pace of digital transformation is excessively sluggish, and despite significant financial investments, the process remains agonizingly slow
✦Lack of innovation
✦Valuable employees are leaving
✦Office politics, which are typically expected to some extent, have escalated to the point where intervention is necessary
✦A noticeable increase in sick leave
✦Worsening morale and a decline in team spirit

People in leadership positions act as multipliers, amplifying the impact of their qualities and abilities in any position they hold.
When they possess a negative mindset, they tend to bring others down, while positive leaders spread optimism and motivation. This multiplication effect also applies to their skills and capabilities.

Allow me to say this again: People in Leadership positions are 𝗠𝗨𝗟𝗧𝗜𝗣𝗟𝗜𝗘𝗥𝗦. This means they are in a position with a lot at stake. Therefore, their psychology and their skills should be tested, to ensure their impact aligns with the company’s goals and values.

However, psychological screening is a very sensitive topic. On one hand, it delves into the personal aspects of a leader’s psychology, which may seem invasive and unfair, especially considering that HR possesses more information about the leader than they do about HR personnel. On the other hand, individuals aspiring to lead bear immense responsibility. In the worst-case scenario, their actions can wreak havoc, affecting both the business and the mental well-being of their team. This and the presence of numerous narcissistic, psychopathic, and inadequately skilled leaders underscores the need for psychology and skill screenings.

What should you look out for in leaders:
– Leaders lead to the vision
– Leaders act as enablers and empower
– Leaders inspire, take risks, and make decisions

While that may sound cliché let me illustrate a common manager:
✦ Has no vision, doesn’t understand the word ‚vision‘ but has a hidden agenda.
✦ Does nothing, in particular, to enable and empower their team, due to their own busy schedule
✦ Lacks the ability to inspire, being preoccupied with meetings resulting from office politics
✦ Avoids taking risks to protect their own position rather than embracing innovation
✦ Shies away from decisions, ensuring they won’t be held responsible for any mistakes

People in leadership positions are a supporting fundament and a protecting roof. Their role is of utmost importance in driving the success of the business.