In a recent LinkedIn post, Disha Pai discusses a critical pitfall companies often encounter when developing their executives: attempting to train capabilities that are, by their nature, not trainable. Pai, a keen observer of corporate development, argues that a fundamental misunderstanding of which executive traits can be cultivated versus those that are foundational can lead to wasted resources and flawed hiring practices.
The core of Pai’s argument centers on differentiating between trainable skills and inherent traits. She points out that while certain knowledge and frameworks can indeed be imparted, others are deeply ingrained and resistant to change.
“Some executive capabilities can be developed: Industry-specific knowledge, Certain leadership frameworks, Technical skills within their domain.”
Pai elaborates that these are areas where targeted training and mentorship can yield significant results. Industry-specific knowledge, for instance, can be acquired through experience and focused learning. Similarly, leadership frameworks and technical skills relevant to an executive’s domain are amenable to structured development programs.
The Untrainable Core: Foundational Traits
However, Pai strongly cautions against trying to instill qualities that are more about innate disposition and early-life learning than acquired skills. She identifies several key traits that she believes are not trainable in an executive context.
“Some cannot: Adaptability to ambiguity (foundational trait), Stakeholder relationship skills (learned early, hard to change), Integrity and values (not trainable), Learning orientation (mindset, not skill).”
According to Pai, adaptability to ambiguity is a foundational trait that must be present from the outset. It’s a way of navigating uncertainty that, she argues, cannot be taught if it’s not already part of an individual’s core makeup. Similarly, stakeholder relationship skills, often honed in earlier career stages or even personal life, are deeply embedded and difficult to alter significantly later on. Integrity and values are presented as non-negotiable, inherent moral compasses, and a learning orientation is framed as a mindset, not a skill that can be simply switched on or off.
The Flaw in Conventional Hiring
Pai identifies a common strategic error companies make in their executive hiring and development processes. She highlights that many organizations prioritize industry knowledge over these crucial, untrainable traits.
“The mistake companies make is hiring for industry knowledge and hoping the candidate develops adaptability. Backwards thinking.”
This approach, in Pai’s view, is fundamentally flawed. By focusing on what can be taught – like industry specifics – and overlooking what cannot, companies are setting themselves up for disappointment. She advocates for a reversal of this strategy.
A Strategic Approach to Talent Development
Pai’s proposed solution is straightforward yet impactful: companies should prioritize hiring for the traits that are difficult or impossible to train, and then focus their development efforts on the skills that can be cultivated.
“Hire for what you can’t train. Develop what you can. If someone doesn’t have adaptability as a foundational trait, no training will build it.”
This perspective suggests a more strategic and effective approach to building strong executive teams. By identifying and recruiting individuals who possess inherent adaptability, strong relationship-building potential, integrity, and a genuine learning orientation, companies can create a more robust foundation. Subsequently, investing in developing their industry-specific knowledge, leadership frameworks, and technical skills becomes a far more fruitful endeavor, leading to more capable and resilient leadership.
📝 About This Content
This article is based on insights shared by Disha Pai on LinkedIn.
📅 Originally posted on July 22, 2026 | View original post on LinkedIn →