A management appointment may seem like a no-brainer on paper. The candidate has the right experience, strong references, and a compelling way of presenting their leadership vision. Yet the crucial information may be missing: an in-depth understanding of how the person actually makes decisions, handles pressure, and builds trust within your specific organization. The question, therefore, is rarely just about a second opinion or a personality test, but rather about which information best minimizes the risk in the current recruitment process.
For boards of directors, CEOs, and HR managers, this is a business-critical decision. A poor hire at the executive level doesn’t just cost time and money. It can slow down change initiatives, create confusion within the organization, and undermine the trust of employees, customers, and owners. The assessment must therefore be objective, relevant, and capable of leading to a well-founded decision.
Second opinion or personality test—two different purposes
A personality test is a structured tool that can provide insights into a candidate’s typical behaviors, motivations, and work style. When used correctly, it can provide a common framework for addressing questions that are otherwise easily assessed based on gut feeling: How does the candidate react to resistance? How does the person prefer to collaborate? What kind of environment energizes them, and where might there be a risk of friction?
However, the test is not a definitive answer. The results are influenced by which test is used, how the feedback is provided, and, above all, how well it aligns with the actual requirements of the role. A high or low score on a particular scale does not, in and of itself, indicate whether a person will succeed as, for example, a municipal director, production manager, or CEO of a growth company.
A second opinion is a broader and more in-depth assessment of a finalist. It may include an in-depth interview, an analysis of leadership skills and motivation, test results, structured reference checks, and an assessment of the candidate’s potential to succeed in that specific context. The purpose is not to confirm a previous impression, but to evaluate it professionally and transparently.
When the Test Adds the Most Value
Personality tests are often a valuable tool when an organization already has a clear job profile and wants to gain a deeper understanding of several candidates within a comparable pool. They can be particularly useful in recruitment situations where teamwork, organization, perseverance, or the ability to drive change are key success factors.
For the results to be relevant, the test must be scientifically sound, administered by individuals with the appropriate expertise, and used in a manner that respects the candidate’s privacy. The candidate should understand why the assessment is being conducted, how the information will be used, and receive professional feedback. This enhances both the candidate’s experience and the employer’s credibility.
In executive recruitment, test results should always be weighed against concrete examples of behavior. For example, if a candidate is described as decisive, the interview should explore what that decisiveness looked like when the circumstances were unclear, stakeholders were at odds, and the consequences were significant. This shifts the focus from labels to actual leadership.
When a second opinion is the safer choice
A second opinion is particularly valuable when the role has a significant impact on the organization’s direction, culture, or level of risk. This could involve a newly appointed CEO, a manager leading a transformation, a key figure in an owner-managed business, or a public sector leader facing complex demands from citizens, employees, and political authorities.
In these situations, the assessment must address questions that a test alone cannot answer. Does the candidate understand the business model and the regional labor market? Has the person successfully led in environments where the availability of talent is a limiting factor? Can the leader balance performance requirements with sustainable working conditions and inclusive leadership? Does the candidate have self-awareness regarding their strengths and areas for development?
A thorough second opinion also examines potential risks without treating them as insurmountable obstacles. One candidate may lack experience in a particular industry but have demonstrated a strong ability to quickly grasp complex operations. Another may have exactly the right industry background but a leadership style that does not align with the organization’s maturity or need for change. The assessment is intended to help the decision-maker see the big picture and make informed trade-offs.
Start with the business issue, not the tool
The most common mistake is choosing a method too early. The organization decides on a test simply because it is part of the process, or seeks a second opinion only after doubts have already arisen. Both approaches risk making the assessment reactive rather than strategic.
The starting point should be the business challenge the new leader is expected to address during the first 12 to 24 months. Should the business grow, restore profitability, implement a generational transition, build a new leadership team, or manage a change critical to society? From there, it is possible to define the leadership behaviors and experiences that need to be tested.
A good job description also distinguishes between requirements and preferences. Must the candidate have been responsible for an operation of a certain size, or is it more important that the person has a proven ability to lead in complex situations? Is local ties required from day one, or can a strong interest in the region and the ability to build relationships carry equal weight? The clearer these priorities are, the more accurate the selection process will be.
Here's how to create a decision-making framework that stands the test of time
For senior positions, a combination of methods often works best. The structured interview assesses experience and behaviors against the job requirements. A relevant test can provide additional insight into work style and motivators. References should delve deeply into what is actually critical to the role, rather than stopping at general statements about how much the candidate is appreciated.
The second-opinion process then brings these elements together into a clear, comprehensive assessment. It should describe the candidate’s likely strengths for the role, potential areas of risk, the conditions necessary for success, and issues that need to be addressed during the onboarding process. For the board and management, this provides a basis for objective discussion, even when the candidates are strong and the choice is difficult.
Transparency is key. The assessment should not be used to find fault with a candidate, but rather to set realistic expectations on both sides. A leader who receives the right mandate, support, and clarity from the start has a much better chance of delivering results over time.
Regional Understanding Makes a Difference in Northern Sweden
In Norrbotten and Västerbotten, competition for experienced leaders and specialists is often intense. At the same time, many businesses are growing rapidly, particularly in the fields of industry, energy, civil engineering, and technology. This places high demands on both the selection and evaluation processes.
A strong candidate must not only be qualified for the role. The person must also be able to operate within the local and regional context, attract talent, build trust, and lead when the pace of change is rapid. In some cases, it is crucial to understand lengthy decision-making processes and geographically dispersed organizations. In others, it is about being able to set the pace in an entrepreneurial environment where owners and operations are closely aligned.
Besi provides in-depth assessments for senior leadership positions, where the analysis is linked to business objectives, leadership requirements, and the reality of the organization’s operating environment. This provides more useful decision-making support than an isolated test profile or a good first impression alone.
Make the assessment part of the start
The value of a second opinion doesn’t end once the contract is signed. The insights can be used to design an onboarding process, prioritize relationships, and clarify what support the new leader needs from the board, the CEO, or the immediate management team. This is particularly important when the assignment involves change or when the new leader is coming in from outside the organization.
A well-thought-out assessment doesn't just show who you choose. It also helps you understand how to create the best possible conditions for that choice to succeed.
Would you like to discuss how this affects your organization? Besi offers confidential consultations for boards of directors, CEOs, and HR managers on critical recruitment and leadership issues.
The most responsible hiring decision is rarely the one made the fastest; rather, it is the one based on a clear understanding of the role, the candidate, and the type of leadership the organization needs moving forward.