1) "the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s
learning ability. It’s the ability to process on the fly. It’s the ability to
pull together disparate bits of information. We assess that using structured
behavioral interviews that we validate to make sure they’re predictive"
2 "leadership — in particular emergent leadership as opposed to traditional
leadership. Traditional leadership is, were you president of the chess club?
Were you vice president of sales? How quickly did you get there? We don’t care.
What we care about is, when faced with a problem and you’re a member of a team, do you, at the appropriate time, step in and lead. And just as critically, do
you step back and stop leading, do you let someone else? Because what’s critical
to be an effective leader in this environment is you have to be willing to
3. "feeling the sense of responsibility, the sense of ownership, to step in...Your end goal is what can we do together to problem-solve. I’ve contributed my piece, and then I step back."
4. "intellectual humility. Without humility, you are unable to learn. Successful bright people rarely experience failure, and so they don’t learn how to learn from that failure. They, instead, commit the fundamental attribution error, which is if something good happens, it’s because I’m a genius. If something bad
happens, it’s because someone’s an idiot or I didn’t get the resources or the
market moved. ... What we’ve seen is that the people who are the most successful here, who we want to hire, will have a fierce position. They’ll argue like hell. They’ll be zealots about their point of view. But then you say, ‘here’s a new
fact,’ and they’ll go, ‘Oh, well, that changes things; you’re right.’ ”
Sound like fair advice to me...certainly something banks should be thinking about. It is well known that many of the CEOs of the failed banks or banks that got into huge problems in the USA were Harvard MBAs or alumni of other well known Universities LINK1.