Labourey says that when interviewing potential talent he takes note not only of how candidates answer his questions, but what big picture questions they ask of him to determine how broadly they're looking at aspects of the company outside the scope of the individual role.
"I try to keep at least a third of the interview time reserved for candidates to ask me questions about the company and our larger place in the IT industry. If they don't have any questions, that's a red flag, because it can show they're not curious about the big-picture issues," he says.
Look for opinionated and open-minded
Labourey says he also looks for talent that's opinionated enough to speak up, but open-minded enough to actively listen to others advice and benefit from spirited discussions.
"This one is tough, because it also applies to the recruiter, the hiring manager, the CEO -- like me. It's easy to say, 'Sure, I want your opinion about this feature, product, company direction' -- without really listening. Of course people are going to listen to me; I'm the CEO. But I have to actively make sure I'm really listening to them, too, because my opinion can't be the only one with merit," Labourey says.
Talent with the right personality and potential must be able to not only share opinions and advice, but to be sensitive when other team members suggest a course of action or a solution that might differ from theirs. High-potential talent must be able to listen, absorb information and be flexible enough to change their mind when new information's introduced, he says.
"I want opinions and suggestions about solutions, not opinions about problems. Don't just be opinionated about the way something is wrong, or how a mistake was made, unless you have a solution already mapped out or a suggestion for how to fix a problem," Labourey says.
Look for growth and progression
Labourey says when reviewing candidates' resumes, he focuses more intently on progression and growth over time rather than the nitty-gritty of what a candidate has done. Whether or not they've made mistakes, longevity at their last position and hard technical skills aren't as important as a clear indication that someone is taking steps to grow, change and progress in their career.
"Were they an object -- someone that change happened to -- or a subject -- someone who made change happen? Were they trying to find their way; exploring new opportunities and taking on new challenges? Even if someone changed jobs a lot, that's not necessarily a red flag for me. Depending on how they tell their story, it could mean they weren't satisfied and needed to affect change in their work lives," Labourey says. Looking for talent that's continually evolving can help ensure a candidate has that 'spark' that will keep them challenged, engaged and growing instead of stagnating, he says.
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