"I've personally interviewed several candidates to be my Chief Operating Officer," said CEO Tom O'Malley. "I'm down to a final list of three. Earlier cuts were relatively easy. Now I'm trying to make a final decision and it's much more difficult.

"Each has something that commends them but I'm having a tough time figuring out who would be the best. It's now down to a gut feel kind of decision and I'm queasy.

"Filling the position is too critical to blow. What questions will help me objectively choose the best?"

Tom's question is one each of us responsible for interviewing, questioning and filling vacancies should be asking on a regular basis. It's one to which the interviewing selection process in most organizations gives surface salute but may not take to the necessary depth of consideration. Even with the board of directors searching for a new CEO that can be true.

"I know we've had someone talk to many key people," commented Bill Straus, board member and largest financial contributor to the association.

He then proceeded to subtly challenge other members of the search committee. "Members of the board and administration were interviewed. Key issues were described. Most pertained to leadership style.

"To me the report that followed is a lot of nonsense. The CEO got the job done. He did what we wanted him to do. Who really cares about the way he worked with others. So what if he managed by fiat and refused to listen to anyone. As far as I'm concerned we should never have forced him to resign. I suspect we'll face a healthy law suit. I'm certain he's not going away quietly."

Those words by the association's largest donor diverted what could have been a highly productive discussion of needed capabilities. They also limited any further conversation to a same old, same old approach.

"Getting the job done" is important but much more is needed. If one does not possess the interpersonal and team skills to work effectively within an organization's culture, the ripple effect created by their contradiction of established norms, however inadvertent, will erode your-and your new hire's - success potential.

What's the benefit of inflicting an organization with the shattering impact of a forced fit? What are the hidden, as well as the obvious, costs of lowered morale, energy squandered on defensive behavior, missed opportunities and unnecessary stress? How important is it to defend a miss-hire who is consistently creating an adverse effect on productivity? How great an investment in attorney's fees could have been avoided if only a more careful selection had been made? What can be done - before the hire - to minimize the possibility of a repeat performance? What alteration of your screening process is needed to increase selection effectiveness?

If you are ready to make a limited investment in your organizational and personal effectiveness, take a few minutes to assess your hiring success.