Leadership Vetting: Is Something Broken?
- #RecruitingAwesome
- 19 minutes ago
- 4 min read
It has been hard to ignore the executive resignations, AI disruptions, and even criminal implications plaguing leadership over the past year. From alleged inappropriate relationships to outright criminal behavior, it raises a difficult question: when screening executives, is the lens too narrowly focused to properly gauge judgment and integrity?
One potential response emerging from major brands like Target and The Walt Disney Company is the appointment of younger, first-time CEOs who have risen through the ranks. For example, Target’s incoming CEO, Michael Fiddelke, 49, has never previously held the CEO title. However, he is hardly “green.” As both COO and CFO, Fiddelke strengthened the retailer’s investment strategy and digital presence. He has worked at Target for 20 years — a significant runway for observing values, work ethic, and contributions. Becoming CEO this March is even more impressive when you consider he started as an intern.
Disney’s soon-to-be CEO, Josh D'Amaro, shares a similar trajectory. Starting at Disney in 1998, D’Amaro has held multiple leadership roles across the company’s brands and spearheaded historic global expansion. With nearly three decades “in the trenches,” an organization gains substantial evidence of intrinsic motivation and long-term alignment. Identifying internal talent and creating upward pathways may be one tangible way to close gaps in executive-level vetting.
That said, internal promotion is not foolproof. Some C-suite executives have led convincing double lives, effectively fooling everyone. Perhaps we are focusing on the wrong markers.
In a previous article, we examined controversial CEOs such as Kenneth DeGiorgio of First American Financial Corporation and Michael O'Leary of Ryanair. These leaders say and do outrageous things, often dominating headlines. The larger-than-life, bombastic CEO can be a firebrand — but how effective is that model for long-term sustainability?
In today’s economic climate, anything misconstrued can send a stock spiraling. Yet we must admit that some of these personalities provide comic relief in uncertain times.
A different profile worth considering in talent identification and C-suite vetting is the steady, principled, unassuming leader.
Consider James Burke, who became CEO of Johnson & Johnson at age 51 — young by today’s non-founder Fortune 500 average of 60. Historians remember his leadership during the Tylenol cyanide crisis and his role in increasing J&J’s net worth to $7 billion. But perhaps more notable was his unwavering commitment to the company’s Credo.
The Credo, written in 1943 by Robert Wood Johnson, guided Burke’s leadership. He famously held “Credo Challenge” meetings with executives to examine how its principles applied to modern challenges. In many ways, Burke embodied it.
His principled mindset extended beyond the office. Deeply concerned about the drug epidemic affecting young people, he chaired Partnership for a Drug-Free America. In 2000, he was awarded the Presidential Medal of Freedom. Notably, Burke also rose through the ranks, beginning as a product director at Johnson & Johnson.
We can also look to Jim Sinegal, co-founder of Costco. He rejected the retail norm of low wages and high turnover, instead championing competitive pay and robust employee benefits. Visit a Costco warehouse and you’ll experience a no-frills environment — friendly faces, diverse offerings, competitive pricing — and a culture that reflects long-term thinking.
Another example is Alan Mulally, former President and CEO of Ford Motor Company. During the 2008 financial crisis, Ford carried more than $12 billion in debt. Mulally launched the “One Ford” initiative, restructuring operations and eliminating revenue drains. When he departed, Ford was reporting over $6 billion in profit — and notably, he steered the company back without taking a government bailout.
Can we get Mulally to run for President? (One can dream.)
The point is this: in our vetting process, we must prioritize sustained principled decision-making — not the next leadership fad. Headlines and notoriety create buzz in the short term. Corporate governance, however, rests on enduring principles, including the welfare of the communities companies serve.
Organizations would do well to revisit who they serve — and why.
As Burke once said, “If you don’t believe in the Credo, rip it off the wall.” That’s powerful. Customer loyalty hinges on solid products and exceptional service. In fact, the product doesn’t have to be the absolute best — but the service does. Legendary CEOs (not to be confused with infamous ones) understand this. They anchor themselves in principles centered on doing right by customers.
So when vetting for the legendary — not just the “good enough” — here are a few questions worth asking:
What evidence demonstrates this leader has chosen principle over profit in difficult moments?
How have they responded to crisis — defensively or transparently?
Do their decisions reflect long-term stewardship or short-term optics?
Is their leadership style sustainable beyond a news cycle?
Would employees describe them as consistent when no one is watching?
Legendary leadership is rarely loud. It is consistent. It is principled. And it shows up the same way in crisis as it does in calm. The real question isn’t who can command the room — it’s who can be trusted when no one is watching.
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