When an organisation is facing periods of uncertainty, whether it’s due to mergers, restructures or leadership transitions, the internal recruitment decisions that they make are given greater weight. These implications extend beyond simply filling a position. These decisions influence the culture and how teams react and adapt. In these situations, it is important to ask yourself: Is it better to go with the “steady” hand, someone who’s experienced, predictable, and known? Or is now the time to be bold and aspirational–appointing a future-focused, high-potential leader who may stretch into the role but could shape a new era? Both options have their merits, but selecting between them requires strategic clarity.
Change is a time of opportunity as well as uncertainty. In a changing organisation, all decisions are amplified. This is especially true for internal appointments. These decisions are closely observed. These choices set the tone of whether the company is consolidating, changing, or being safe. They watch to see who’s backing the project, how it unfolds and what signals are sent about what is valued. A timely appointment can boost morale. However, a poorly timed appointment may lead to disengagement or attrition. It’s not just about operational recruitment, but also cultural and symbolic.
The “Steady Hand Appointment
It is unquestionably comforting to choose someone who has a deep understanding of organisational processes and a track record. A steady hand ensures continuity, reliability and minimal disruption. They know the way things work and already have internal relationships. They can stabilize a team in times of change. This may be the best solution for highly regulated environments or those that are complex and sensitive.
The steady hand may also have its limitations. The status quo can be reinforced at a time of need for innovation or reform. In some cases, familiarity may unintentionally preserve issues from the past. This type of appointment can feel safe, but may be misaligned if the organization is looking to reposition itself or accelerate changes.
The “Aspirational Choice”
Aspirational appointments, on the other hand, look towards the future. These are usually individuals who have leadership potential, strategic vision, or fresh perspectives. They may not have yet operated at the next-level, but they show a strong upward trajectory. By appointing them, you send a message about growth, ambition and confidence in your internal talent.
When done well, aspirational appointment can re-energize teams, encourage fresh thinking and evolve culture. They do, however, carry more risks. It may be necessary to invest more in mentoring, onboarding, and support. In times of high pressure or visibility, this learning curve can be a stretch–particularly if the environment is unforgiving.
Key decision factors
Organisations need to look at more than just individual merit when deciding whether to hire a candidate with a steady hand or one who is aspirational.
- What is your strategic priority – stability or change?
- Does the team or unit need to grow, recover, or transform?
- What is the overall risk tolerance level of the organisation or the leadership?
- Can we afford to pay for a long-term appointment, or is expertise not negotiable at all?
- Do we need to hire a subject-matter expert (SME), or a leader of people who can inspire and engage others, as well as navigate through change?
In times of change, the ability to lead may be more important than technical expertise. It depends on the organization’s needs. Does it need someone who understands or does it require someone who can guide other people through the process? What are the support systems we can offer (mentoring and coaching, or transitional leadership? What message will this decision send to our internal talent regarding our culture and future
It’s not a matter of choosing between the two, but rather aligning your decision with the needs and wants of the organization and its employees.
Trust, Timing and Transparency
No matter what the decision, the way the appointment is announced matters a lot. Transparency, clarity in the decision-making process and early support of the successful candidate is essential. Consideration for those who were not chosen is also important. Disengagement can be fueled by perceived unfairness or favoritism in uncertain times.
Leaders are responsible for the narrative. The message, whether it is announcing a bold move or announcing continuity, should be relevant and tied to the organisation’s direction. It is particularly important when the applicants are familiar with each other. The process should not only be fair but also feel fair.
Aligning Appointments with Intent
Internal appointments in times of change are more than just promotions. These appointments are a declaration of the values and needs of an organization. Success lies in aligning the candidate with the position, the time, and the future strategic direction.
Leaders who are most effective during times of change have both: the calm confidence that comes with experience and the ambition to push the boundaries. Choose carefully, show conviction and make each hire count.
