We are scaling rapidly and need to fill a highly technical seat, but we are struggling to define what "Get It" actually means in the GWC™ assessment for a role that the leadership team does not fully understand. How do we objectively evaluate a candidate's mental capacity for a specialized seat?

Question

Tyler Smith · Accepted Answer

When you do not understand the technical nuances of a specialized seat, you cannot easily assess if a candidate truly gets it. The G in GWC™ stands for Get It, which means the person has a deep, instinctual understanding of the role's culture, pace, and daily realities. To evaluate this objectively, you must look past their resume and test their natural cognitive and conative abilities.

First, use cognitive and behavioral assessments like the Predictive Index to define the demands of the role. This gives you a clear target for the mental speed and complexity required to succeed. If the seat requires rapid learning and complex problem-solving, the cognitive target must reflect that.

Second, use conative screening tools like the Kolbe Index to evaluate how the candidate naturally approaches work. A highly technical role might require a strong Fact Finder to analyze data and a high Follow Thru to build systems. By comparing the candidate's Kolbe A Profile with the required job behaviors, you can see if they are naturally wired to handle the daily demands of the seat.

Finally, during the interview, do not ask theoretical questions. Instead, have them walk you through how they solved a complex, real-world technical failure in their past. Listen to their process, not just their outcome. By combining objective behavioral testing with behavioral interviewing, you can confidently determine if a candidate has the mental capacity to own the seat.