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The First Two Rules of Leadership. Cottrell David
Читать онлайн.Название The First Two Rules of Leadership
Год выпуска 0
isbn 9781119282952
Автор произведения Cottrell David
Жанр Зарубежная образовательная литература
Издательство John Wiley & Sons Limited
Another issue associated with stupid hiring is that you are emotionally involved. The open position is taking time and energy away from you, so you want to fill the job fast. The leader makes a subjective decision based on personality rather than an objective decision based on fact. Your emotions want the person to “fit,” even though they may not be the right fit. You will be far better off if you take your time and find the right person. Get someone in HR or a peer to help – they're not faced with the same emotions you have about your openings.
Following these three rules of three will help you hire smart:
1. Interview at least three qualified candidates for every position.
2. Interview the candidates three times.
3. Have three people evaluate the candidates.
Interviewing at least three qualified candidates for every position sounds like a long process, and it is. But to hire tough and get the right person on your team, you need to have choices. If there is only one qualified person you are evaluating, you do not have a choice. Find three qualified people and make a smart choice on who would fit best with your team.
When you interview someone three times, you can make a smarter decision. Schedule the interviews at varying times of the day. If your initial interview was in the morning, interview the candidate the next time in the afternoon or evening. You'll be working with them all day, so why not see what they're like at different times of the day?
When evaluating candidates, consider talent and fit equally. The most talented person may not be the best choice if they don't fit with the talent that already exists on your team. The best information regarding fit will come from the superstars on your team, so it is smart to involve them in the process. They know the job and the culture and will have a good feel for whether the candidate will be a good fit on your team. Most of your top performers will look on their involvement as a reward and take ownership of the success of the person you hire. They will probably help in their orientation and do what they can to help them to be successful. That is a good deal for everyone. If some of your superstars are not interested in helping in the interview process, don't force them to do it. But if they are interested in helping, they are a great source of information.
Seeing Their Best
If you hire smart, you won't “stretch” a candidate into being the person that you want them to be. If the job you are seeking to fill has been open for a while, it is natural for you to hear what you want to hear, see what you want to see, and convince yourself that you will coach the candidate to become the perfect employee – the exact awesome individual you need. Be careful; when a position that you are responsible for has been open for an extended period of time, you are vulnerable. Your stress builds and you pressure yourself. My experience has been that the longer a position is open, the better the next candidate looks. Before long, anyone who can fog a mirror is the perfect, obvious choice for your opening. Smart hiring does not work that way. If you hire candidates that are “on the fence” simply to get the job filled, you will pay the consequences later.
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