How to Choose a Leader: Expert on Criteria for Top Positions

Following amendments to the State Civil Service Law that allow the Prime Minister to appoint the State Chancellery director without an open competition in some cases, public debate has focused on selection criteria. Leadership development expert Olga Dzene notes that the issue extends beyond public administration to the private sector.

According to Dzene, a candidate's biography reveals career history but not how they will perform in a role they have never held. High-level selection must test how candidates make decisions under incomplete information and how they respond to objections. She emphasizes that a good specialist does not automatically become a good manager, as leadership requires different skills—namely, enabling others to perform well.

Data from “Russell Reynolds Associates” shows that the average tenure of top executives has fallen to 7.1 years, and last year eleven left within their first year. This means new leaders have less time to prove themselves.

Dzene advises that before the selection process, the organization must clearly define what it expects from the new leader: desired experience, required competencies, and unacceptable risks. Otherwise, evaluators rely on personal preferences.

A leader’s behavior significantly impacts the work environment. Gallup research indicates that approximately 70% of variation in team engagement is linked to the direct manager. If a leader belittles people or ignores dissenting views, employees become less open, undermining decision quality. The expert concludes that by appointing a leader, the board also decides how the organization will make decisions going forward.