Cisco CEO: Interviewing Internal Candidates is 'Stupid'

Cisco’s leadership philosophy prizes visible performance over polished interviewing. In a recent discussion with TBPN, Chuck Robbins Chairman and Chief Executive of Cisco put a firm stake in the ground on how the company advances its people internally – and why he sees little value in formal interviews for promotion.

Chuck says: “I think when we have two or three internal candidates for a promotion, the whole interview process is stupid.

“What are we going to learn about them when we sit down in a room for 30 minutes and ask them questions when we can watch them work?”

From interviews to observation

For Chuck, the most reliable indicator of leadership readiness is found in the day-to-day. He believes that managers already have the evidence they need from live projects, team dynamics and outcomes, not a staged conversation. As he put it, “every day you’re working is an interview for your next job.”

That lens extends beyond individual delivery to peer endorsement – a hallmark of leadership trust inside teams. Chuck says: “If your peer group would look at your promotion announcement and go, 'that makes perfect sense,' then you've done your job, right?

“And if you can't look in the mirror and say, 'OK, those people, would they be happy, would they believe it's the right decision?' And if they wouldn't, you're probably not quite where you ought to be.”

Pipelines for internal mobility

The focus on observable leadership sits within a broader push to strengthen internal mobility. With research from The Conference Board showing CEO turnover is rising, even at higher-performing companies, Cisco’s approach aims to keep capability moving and morale high.

Harvard Business Review encourages linking development to real business outcomes so employees can see tangible growth paths. Cisco has codified that idea through its one company, many careers strategy, encouraging people to view their careers as a sequence of experiences rather than a ladder.

The company has mapped a variety of roles to specific skills, helping employees understand where their strengths can evolve for new opportunities. Rotational programmes offer temporary assignments that stretch capability, while coaching services provide individual guidance.

These mechanisms make movement inside the business practical and transparent. The result is notable tenure: an average of eight years, compared to an average of three-to-five years for the majority of companies in Silicon Valley.

Hiring for leadership qualities

When Cisco looks for new talent, it selects for long-term leadership potential more than narrow experience.

Kelly Jones, Chief People Officer at Cisco, spoke to Business Insider about the company’s talent acquisition strategy, saying: “We want to know, not only have you done these things, but are you intellectually curious?

“Are you intellectually and emotionally agile? Are you someone who brings your team along with you?”

Kelly’s emphasis reflects traits that tend to compound over a career and travel well across roles. Curiosity fuels learning, agility supports change and team-first behaviours signal influence without authority – all qualities that become visible in the workplace and, by Chuck’s standard, are better proven than pitched.

Reinforcing the talent pipeline

Competition for skilled candidates remains intense. In a recent LinkedIn survey, 79% of recruiters said finding skilled candidates is becoming more challenging. Cisco leans on employee advocacy to extend reach and credibility.

The company trains employees to use social media effectively, encouraging authentic posts about work culture and life at Cisco. By elevating real voices, Cisco widens its access to talent that is predisposed to the values and behaviours it prizes.