When you’re looking to hire a new leader for a team, should you let the employees interview their potential new boss and weigh in on the decision? The short answer is: no.
If you think employees should be allowed to interview their prospective boss, you probably have the goal of being inclusive. After all, they have quite a bit at stake in the decision. The employees are the first to notice (and suffer) if you make a hiring mistake.
You may even think you are demonstrating respect for the subordinates by inviting them to interview their boss. But it’s a mistake.
Let’s put this debate to rest: You should never let a subordinate interview their prospective boss.
Feel free to include them in the hiring process in other ways—it’s typical for everyone to meet, and they will appreciate the opportunity to get to know the new leader. Ask their opinions, but don’t use them to influence your hiring decision.
Why Direct Reports Shouldn’t Interview Their Prospective Boss
The most effective interviews involve interviewers with a track record of successful hiring and a substantial understanding of the work, role, and competencies required to succeed. Junior team members aren’t qualified to interview those above them.
It’s also just an awkward power dynamic. The new manager can’t ask about team deficiencies, and the direct report can’t ask tough follow-up questions. The whole conversation devolves into a dance of avoided topics.
Maybe you are looking for a new manager because the former one did not hold the staff accountable. And guess what? Any employees who were living on easy street because they were not held accountable will not be happy with a new manager who is dedicated to increased oversight. They’ll likely come away from the interview with negative feedback about the new manager, regardless of whether that person is qualified to do the job.
Or maybe you need to bring diverse perspectives to your management team with a particular kind of skills, leadership qualities, or cognitive style. The subordinate employees may not understand why those traits are necessary to the dynamics of the senior management team. Because the new manager is bringing a new way of working, the direct report may say they aren’t a “cultural fit” if asked to evaluate them. In reality, you are trying to strategically add to your culture with the new hire, but the direct report won’t likely understand that.
Ultimately, what direct reports say about their potential superior shouldn’t weigh in the hiring decision. By nature of their position and level of experience, they won’t have the judgment to accurately assess someone’s effectiveness in the management role. They won’t know where you want to go with the position long term. And they won’t understand the details of what you expect in the position aside from what’s written in the job description.