Case Study #2: A rookie mistake turns into a valuable lesson

A few years back, Jennifer DeLury Ciplet was appointed as the Executive Director of NISGUA (Network in Solidarity with the People of Guatemala). The organization, which advocates for human rights in Guatemala through speakers' tours, legislative work, and publications, was on the cusp of a transformation. NISGUA's supporters had traditionally been older and white and had gotten involved in the organization's work through other faith-based groups. The board wanted Jenn to help build new alliances with new constituencies—younger, immigrant populations. It was a classic customer-diversification issue. Jenn took the task seriously and, when she needed to fill a new programs position, intentionally looked for someone from the new population they were trying to reach. While she didn't formally define the required capabilities, she had a strong sense of the type of person they needed. She was thrilled when she found someone who seemed to embody the organization's new direction, and had what Jenn thought were all of the right technical skills.

Once he started however, Jenn realized that, while the new hire represented the future of the organization, NISGUA was not there yet. She needed someone who could bridge the gap; to still spend time on the phone with traditional supporters while also attending events to connect with a younger audience. This required deep cross-cultural skills that the new hire did not have. A month into his tenure, Jenn realized she'd made a mistake—the new hire was more of an activist than a relationship-manager. Fortunately, NISGUA has a 90-day probationary period. Jenn did a 360 review to get input from everyone he was working with found she wasn't the only one concerned about fit. She shared the feedback with him, explained the mistake she had made, and said that he wouldn't be asked to stay.

When looking for his replacement, Jenn had a far better understanding of the job and formally defined the required capabilities. "I was more clued in to what the job really required," she said. She advertised explicitly for cross-cultural competencies and asked scenario questions in the interview that demonstrated those skills. The next person she hired was ideal—she stayed with the organization for two years (only leaving when her husband's job was relocated) and helped guide the organization through its transformation.

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