One Key Trait To Assess In Every Candidate (And How To Do It)

I am often asked some version of the following question, based on my experiences as an executive assessor and interviewing coach:“What factor correlates most strongly with success in a role? What’s the most important trait to assess?”

Unfortunately there is no single factor whose presence (or absence) determines the majority of hiring outcomes—there are simply too many reasons why a candidate might succeed or fail. But there is one trait that correlates strongly with eventual performance, and that is frequently undervalued. That factor is: intrinsic motivation to do the job.

Humans are remarkably capable when they are inspired by their work. If intrinsic motivation is there, it can compensate for other gaps. If it is absent, all the skill in the world won’t make up for it.

Intrinsic motivation is not the same thing as general ambition or drive (which is also important). Intrinsic motivation is about finding inherent enjoyment in the nature of the work in question. It’s delighting in the “means” as much as the “ends.” It’s the force behind Mihaly Csikszentmihalyi’s “Flow” state, as discussed in his renowned bestseller.

Amazingly, candidates routinely apply for roles for which they have lackluster intrinsic motivation, often because there is some other factor they’re going for (compensation, brand, title, mission alignment, peer connection, etc.). And when they do, they frequently regret the move. For this reason I spend considerable time teasing out intrinsic motivations in my assessment and coaching work.

Is there a way to assess a candidate's intrinsic motivation for a given job? Yes, but you have to approach it indirectly. You can’t just ask a candidate, “Hey, what kind of work intrinsically motivates you?” If you do, candidates are likely to read your job description back to you. So how do we get a more reliable picture?Engage them in a dialogue about their career. Learn about the roles they held, what they loved (and didn’t love) about each, and the motivations behind each transition. Dig into the factors that underpinned their biggest successes and failures. Do this from a place of deep curiosity, and you will walk away with a clear, data-driven read on how much they will enjoy YOUR role.

It takes some time—and a strong interpersonal connection. But when you make that investment, you can remove a critical source of hiring risk.

There’s a bonus, too. When you know that this amazing high-performer in your process is intrinsically motivated to do the job, you can use that as a powerful selling tool. Speak the language that resonates with their heart and mind. Show them how much FUN they will have!