by Adam L Stanley | Apr 14, 2016 | Leadership, Relationships, Teamwork
Find the right “fit” for the role
“If you read the papers, you’ll see that people are hired for what they know, and they’re fired for who they are. Hiring for knowledge is a mistake management makes all the time.” — Unattributed, World 50 Member
So, I heard it again the other day. What, you ask? I heard the famous “he just wasn’t a good fit” for the team. The problem is, I get it. But that word has always driven me crazy because it was often used to deny people of different racial, religious, and gender backgrounds from roles. “Not a good fit” meant not part of the same country club or socioeconomic circles. But, as much as I hate the word, “fit” does matter. But in my case, I choose to define fit as having similar character and values. Character and values transcend race, gender, religion, etc. — and they are very important in hiring decisions. The fact is, outcomes are greater when you hire employees with values in sync with the values you hold as a manager, and more importantly, with the general values of the company. You are adding valuable people and you want them to be happy, engaged, and aligned.
Why this matters
Lots of really smart and really successful people talk about this yet some of the lowly C-suite mortals like me often neglect it.
Sir Richard Branson, billionaire mogul of Virgin Group: “If you can find people who are fun, friendly, caring and love helping others you are on to a winner. …. Personality is the key.”
Elon Musk, founder of SpaceX and the increasingly ubiquitous Tesla car: “[My biggest mistake is] weighing too much on someone’s talent and not someone’s personality…it matters whether someone has a good heart.”
These men are incredibly professionally and financially successful, as are their organizations. They recognize that values tie to performance. In fact, character and values oftentimes tie back to a new hire’s attitude. Mark Murphy, the author of Hiring for Attitude, conducted a study based on 20,000 new hires. He found that roughly half failed within the first 18 months on the job, and 89% of those failures came from problems related to attitude.
Amazingly, that same percentage — 89% — has been tied to hires not working out due to cultural fit in another study.
Character and values set the culture of an organization. Character and values drive the attitude of an employee.
See how this is crucially important?
Of course, hiring for character and values is tough, and it’s understandable why so many people do not intentionally do so. The way most companies set up headcount protocols means that when a role is open, a crucial metric becomes “time to hire.” When you combine the regular daily responsibilities of HR and hiring managers, you can have rushed processes based on video screens, 30-minute interviews with mostly generic questions (“What’s your biggest weakness?”). Furthermore, applicant tracking systems weed out potentially good candidates based on keywords and character does not always come through in print or catch phrases. Hiring for character and values takes time, and time is our most precious asset.
So, is it achievable?
How can you hire for Character and Values
Here are some quick tips:
Use LinkedIn recommendations.
I look closely to see what people have said about a key recruit. How does he or she lead, make decisions, and team with others? Is there a high level of energy and passion in her effort? I look for works like “trust”, “integrity”, and “fun.” If they do not have any, ask for references from a broad group and ensure you get detailed feedback on character and values. References are hard because they’re very curated — obviously if a past manager didn’t like an employee, he/she probably won’t post that on LinkedIn because of professionalism. (And if he/she does, the employee has the option not to show it publicly.) But looking at crucial words is valuable.
It’s ok to have a social component of the interview process.
Doesn’t have to be drinks, but if you are going to be in the trenches with someone, you must spend time with them outside of the office. Over coffee. A breakfast. Drinks. Plan, within HR rules of course, an interaction outside of the office where the plan in not to talk specifically about the company for which you are hiring. Talk about what matters to the potential employee. What makes him or her happy?
Ask probing questions about the “how”.
Resumes and bios often highlight the “what” and I find it surprising when interviewers spend half or more of an interview asking for a restatement of what is clearly written. I want to know how you delivered something as much as I want to know what you deliver. John Wooden is one of the most successful coaches of all-time in any sport — nine NCAA titles, 88 straight wins at one point — and a major psychological research study done around his processes showed that he overwhelmingly focused on the “how” as opposed to the “what.” Again, model success — it can work in hiring.
Always ask what they disliked.
It’s tough, and yes you will get canned answers sometimes. The famous “I just hated that guy that did not work to my level of expectations. It is hard for me to deal with people who have less of a work ethic”. BS. We all read that same book. I REALLY want to know who or what you didn’t like. If a lot of what you DO NOT like exists in my company, we would both be miserable if you join me. You would not be happy and therefore your performance would be subpar and thus I would not be happy. Work is a two-way street: you get money in exchange for performance, but the performance is within a context of co-workers, clarity of information, job description, skill set, and more. If you know you’re not a good fit for certain types of offices or organizations, be honest about that. You hurt everyone — from yourself to future co-workers — when you try to fit a square peg in a round hole.
Have them meet their peers.
For some reason, early in my career I came to expect to meet several peers during the interview process. They were interviewing me as much as I was interviewing them. As I advanced, I noted that these kind of interactions became more sporadic. If you are hiring, make sure to add a couple of peers to the interview schedule. If you are contemplating joining a company, demand to speak with your peers. Quick story about this from a collaborator of mine: after business school, he interviewed for a job based in Texas. He met a few (2-3) of the Texas-based team. Within a week or two of starting the gig, though, he realized he pretty much only worked with the Seattle-based team of the same company. They had barely met him and had no context for him, and he was sitting 1,200 miles away from them. That creates reduced productivity and bad teams, which shouldn’t be a goal for anyone. So meeting peers is important, but make sure they’re meeting the right peers.
Obtain senior buy-in
This comes up in any business article, of course — you have to make sure there’s senior buy-in on any major decisions in an organization. Hiring is maybe the most major decision; it’s half your money going out, and your people are your greatest strategic advantage. Hiring can sometimes be ignored by the top executives — they view it as the domain of HR or specific hiring managers, and because it’s harder to measure, they don’t focus on it as much. Hiring needs to be a focus of your executives. They need to be regularly telling people around the org what culture, values, and character traits they want to see. It needs to be commonplace for a C-suite leader to tell a middle manager what values should be in the company. Otherwise it becomes the domain of specific silos, and finance has a certain type of employee vs. marketing with another vs. Ops with another. Then when those teams need to collaborate, it can be a mess. You’ve seen it. I’ve seen it. And you can avoid it by aligning around character and values.
I’ve spoken about the perfect team traits and the importance of thinking of every employee as allies on a tour of duty. If you are going to make a significant hiring decision, bringing on another comrade on the tour, why not spend the extra time to make it the right decision. Hire for “fit” for character and values. You will be happier. they will be happier. And, the company will benefit for the extra time you took.
As always, I would love to hear your thoughts.
Be well. Lead On.
Adam
Related Posts:
Defining the Perfect Employee – Top Traits Series
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
Investing in talent for the long-term
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
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by Adam L Stanley | Mar 23, 2014 | Leadership, Quotes and Inspiration, Relationships, Teamwork
Building relationships based on respect
People who have worked with me before have heard me on this particular soapbox quite a bit and for those I will suggest maybe they don’t need to read this particular blog. There will be nothing new here. That said, it is perhaps because I continue to hear stories from great talent I have met around the world that are working with people that still do not get it.
It is for these people that I write this blog.
Executives get busy and they get stressed. Markets start to squeeze and pressure mounts, causing many to revert to the old command and control techniques they used in prior decades. When the kitchen heats up, they forget the basics. I believe some need to be reminded of a basic principle that should be obvious to all: Organizations are successful when there is a strong relationship of respect among leaders at all levels.
Now, before I go further, let me be absolutely clear: effective leadership requires adapting your style from time to time to appropriately handle a given challenge. There are times for diplomacy, inclusion, and democracy (e.g., complex problem), and there are times for command and control (e.g., during an urgent crisis). However, underlying your leadership style, and regardless of the type of problem, the relationship of respect must prevail.
A relationship of respect requires three key elements: trust, accountability, and empowerment.
Every team that has worked with me over the past decade will have heard me speak explicitly of the three simple things that I feel are the most important elements of effective, increasingly global, teams. I sincerely hope that those that worked with me before that will see in this blog some of the elements of our team work that worked best even if we never put it to words.
Trust. Accountability. Empowerment.
You will notice that none of them involve bureaucracy, centralization, or added layers without added value! It also does not require being “nice”.
Trust: We must build and maintain levels of trust across borders and business units, recognizing the unique strengths and backgrounds of each individual. In companies that are complex, especially with multiple business units and geographies, the absence of trust can cause money, time, and valuable resources to be wasted on duplicated efforts.
Accountability: We must be a respectful organization and a collegiate one, but all of us must be held accountable as well. Accountability goes hand in hand with trust. When we all understand each other’s respective areas of responsibility and accountability, we create a culture of trust, and we can focus on the services and solutions we deliver and the goals we want to achieve without distraction.
It is important to note that accountability is as much about what is accomplished as it is about how it is accomplished. If you’re an a-hole, regardless of your delivery skills, people will find it hard to trust you and the relationship of respect will be difficult.
Empowerment: People must be allowed to make decisions and drive change without being micromanaged and without needing to get multiple approvals; they must be allowed to be leaders. Just as importantly, we must enable those whom we empower. Power without training is not a formula for success. Empowerment is about giving a person the ability to manage something tangible that adds value, but also about working with that individual to help him or her succeed.
Leadership is not easy, and successful teams are elusive to many people. But, with some basic focus on respect and these key principles, you will at minimum have the right foundation for success.
Be Well. Lead On.
Adam
Adam Stanley
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
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by Adam L Stanley | Jul 6, 2012 | Leadership, Relationships, Teamwork
Top Traits: Defining the perfect employees
Let’s face it, for most people work is a means to an end. You work so that you can eat, keep your brain active, connect with other people, learn, or reach some apex in your ambitious plan to take over the world…. Whatever the reason, for very few people work is about finding intense joy and personal satisfaction every hour of every day. That is simply not reality. But, like any other required part of our lives, we can choose how we want to handle work. We can come in every day, do what is required, talk to nobody, and leave. Or we can bring a smile into the office, do our jobs and encourage others to do theirs, and try to bring fun into what can be otherwise mundane or stressful.
I worked with someone for years that was by far the very best at a particular function. This individual was 1)Both talented and hard working, and 2)showed a true pride in the products he created…..good so far, right? If you’ve read my two preceding “Top Traits” blogs, you’d say he is a perfect employee. But wait! This person was so depressing, so negative, and so, well, just not fun! There were days where despite the value I could get out of a conversation, I could simply not do it. It would drag me down into a depression instead of inspiring me to be better. Like the Dementor guards of the Azkaban prison in the Harry Potter movies, this kind of person can simply suck the soul out of a team, an office, or a company. Which brings me to my third top trait ….
Trait # 3: Fun to Work With
If you’ve done interviews, you’ve perhaps been asked to assess “fit” with the culture of your particular company. When I started my career, I thought those interviews were inappropriate. Fit translated into Golf Club network, family connections, and politics. But as I advanced, I realised more and more that fit can make or break a leader. A leader whose style is perfect at one place will bomb elsewhere. So, to be clear, being fun isn’t always going to make you successful. You still must deliver. This is my personal opinion and what I personally look for. I want employees that are fun to work with. Period.
What I like
There are some people that simply bring joy to the office. They bring smiles, jokes, the occasional cupcake or brownie …. They bring personality and just enough of themselves to break down barriers and create a culture of openness that makes work more rewarding.
I’m not talking about class clown, chronic joking, or distraction. I’m talking about balancing the “what” with the “how”. Say you have a complex team challenge that must get done in 24 hours. You have to work pretty hard to get it done and, especially as a leader, you can be a humourless tyrant and slave driver. Or you can be an inspirational and personable motivator. I’m choosing to be the latter.
I recently spent time with some of our colleagues managing technology in Europe. During the evening, we had a team dinner and drinks and I had the opportunity to get to know the Poland, Spain and Italy leaders. We laughed, joked, and had a really great time but occasionally someone would bring up a problem facing our firm and I would ask for a recommended solution. What amazed me is how smart the team was at coming up with ideas but at the same time they were having fun and enjoying being together. That’s the kind of team I want!
In short:
Don’t be a dud.
What I need to do as a manager to enable
Smile.
When I’m having a funk of a day, I either stay home or avoid meetings. Smiles are contagious, I truly believe that. So if I can’t bring a genuine smile to the office, I try desperately to avoid contact with people! We can’t expect everyone to be happy all the time, but as a manager I need to both set an example and reward those that also bring fun to the office.
Last week, I woke to yet another rainy London day and, frankly, I was disgusted. I was so sick of rainy weather that I knew I would be in a bad mood. I went back into my kitchen, made a huge breakfast with a large strong cup of java and read a low intelligence required novel. Then, I went to the office. I was later than intended but by the time I got to the office I was refreshed and able to deal with another grey day.
Solicit feedback from team.
Talk to your teams on a regular basis to determine what makes them happy. What motivates them and when they smile, ask them why they are happy. Find something that brings them joy and do that.
Support and understand that some people just have bad days.
Recognise that some people will have bad days. Support them. Make sure they feel comfortable detaching if necessary. Make them leave if you must. If they need help, try to get it for them. And reward those that bring joy to the office and perform with a positive attitude.
In short:
Don’t be a dud.
Let me know what you think. What do you view as top employee traits? How do you build the best teams around different types of team members? Are you working hard on something worth doing?
Be sure to view all of the Top Traits:
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
Be Well. Lead On.
Adam
Adam Stanley
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
Follow me on Twitter | Connect with me on Linked In
by Adam L Stanley | Jun 8, 2012 | Leadership, Teamwork
Top Traits: Defining the perfect employees
I had a whole home audio system installed in my Chicago home a few years ago. I spent more than I have ever spent on audio equipment and hired a team of twenty somethings to install it for me. I remember when they came for the install and opened all the boxes. You honestly would have thought they were installing for themselves. They were so excited about the install, and kept telling me how I really got the coolest equipment out there. Their excitement was contagious. I truly felt like I was “the man” and could not wait until my first party. When done with the install, they beamed with pride and showed me the system, how to use it and some of the fun stuff. They also discussed potential upgrades coming down the road and ways I might consider expanding.
Trait # 2: Pride in Work Product
How often do employees show this kind of pride in the work they do? When you shop at a mall, or work with your local telephone company, do you get the sense that the people working with you are actually proud of the services they are providing? I’m doubting it! Definitely not the case with BT given my recent experiences with them, but I digress …. Shouldn’t you be proud of what you do? Pleased with your work and the value you bring? Nurses comfort people. Teachers change lives and prepare our futures. Your particular job may not be as obviously impactful but you’re driving value by helping clients either directly or indirectly. And if you have chosen to work at a particular place, you should have pride in what you do. My maternal grandfather was a garbage truck operator for almost 30 years. My paternal grandfather worked at the US Post Office for 25 years after serving his first five adult years in the army. Neither of them ever made very much money. But each had a pride in their work that was inspirational.
What I like
I want employees to show a sense of pride in what they do. In what they create. The best recent example of a leader that exuded pride in the products he offered was Steve Jobs. You just knew he thought that every product he allowed out the door was AWESOME! In my current role, I have a principle that I call “pretty red bow” that is based on pride of product and service. In short, I demand that my teams think about the entire package when building a new service. Not just the technology, which may be cool as ever, but the service, the support, the way it is sold and the training provided for users. You can build the very best mousetrap but if everyone thinks it is an appetiser with crackers and cheese …. Well, you get the picture. I want them to build a service, package it well and tie it up with a pretty red bow. Get it?
My favorite employees are the ones that call or email me to tell me when a client is really pleased, or even better, when no client has said anything but they know the service they have built will excite clients. The emails that show progress on solving a complex problem, the random drop by to my office to show me a prototype of a new collaboration tool, or the demo of a new “awesome” iOS application, this is what excites me.
If you do not feel pride in the work you do, why would your boss, your team, or your client?! If you don’t feel you can be proud of your work, perhaps you aren’t in the right field. Or perhaps you are simply not working hard enough to deliver something with which you can be proud.
What I need to do as a manager to enable
Provide. Praise. Promote.
- PROVIDE. If you hire an employee and ask them to build a Bentley, then only give them a thousand bucks, a Bentley you will not get. Set guidelines that are achievable and provide your teams with the resources needed to be successful. The greatest morale killer in most technology shops today is the constant badgering on costs. We must provide opportunities for employees to shine. A great example of this within Aviva is our mobile apps competition. We’re encouraging people around the world to create prototypes of great new app concepts in friendly competition. We encourage all of the contributors and it is FANTASTIC seeing the pride of ownership among the teams that is evident in their submissions.
- PRAISE. Give credit. Give credit. Give credit. Employees, especially those in service industries, operations functions, and technology, get PLENTY of complaints and abuse. When someone creates something amazing, you MUST acknowledge it. I have seen so many managers take credit for their team members work without adequately praising them. It is shameful. As I said with respect to all hard working and talented employees (prior blog), ensure those who show pride in their work and deliver excellence get the recognition they deserve.
- PROMOTE. This should be easy for those of you with children as well as for those who remember when you were a child. Think about how proud a kid is when their artwork is displayed on the refrigerator or on the school bulletin board. Create THAT environment. Showcase the amazing products and services your teams have created. If they have pride, and it is deserved, their leaders should also be proud. And showcasing their products will encourage others to create great things as well. Be a “proud mama” or “proud papa”. You will encourage more people to take pride in their work. And when you take pride in your work, you do better work. Simple, right?
I’m proud of the folks working with me now and proud of the things we accomplished while I was in my prior roles. I will continue to seek out, provide for, praise and promote those around me who take pride in what they do. It takes all kinds to make a great team but the perfect employees demonstrate pride in work product. And I want the perfect employees along on the journey with me.
Let me know what you think. What do you view as top employee traits? How do you build the best teams around different types of team members? Are you working hard on something worth doing?
Be sure to view all of the Top Traits:
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
Be Well. Lead On.
Adam
Adam Stanley
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
Follow me on Twitter | Connect with me on Linked In
by Adam L Stanley | May 18, 2012 | Leadership, Teamwork
Top Traits: Defining the perfect employees
Yikes – It has been a while since I blogged and I have an excuse. We are working on some amazing things at Aviva and as part of that I have spent the past few weeks in meetings. Yes, being in meetings can sometimes be a royal P.I.T.A., especially if they are pointless. HOWEVER, I have been in FANTASTIC meetings. About dreaming, creatively thinking of new ways of engaging with clients, driving change, building new systems and tools, and SHARING. So, its been tiring but GOOD. Enough with the CAPITALIZ(S)ATION, right? Smile.
So, while I’ve been “away” from the blogosphere, I’ve been observing teams, learning about my new teams here and observing vendors, consultants, baristas at my favorite coffee spots, bartenders and servers at nice restaurants, my dry cleaner, the folks that work for London Transport, and the owner of the flat I lease. And, as I observe, I’ve noted things I like about these various employees and team members. As importantly, I’m refocusing on what I as a leader can do to enable the behaviours I like and discourage other behaviors. In my next series of blog posts, I will share my OPINIONS. I am NOT speaking for any company, nor am I speaking for Cafe Nero, Fino, etc. Just me.
… Trait # 1 – Hard working AND talented
Maybe you’ve had this guy on your team: The fact is he is simply brilliant. He knows so much about every relevant topic and can think beyond any analyst you have ever hired. Give him any problem to solve and, with focus, he can solve the most complex of them within minutes. Yet, when you compare his output and the value created from his efforts to the rest of your team, he falls short. Why? Because he is LAZY. In some ways, there is nothing worse than a LAZY smart person. Like a perfectly grilled prime rib being placed in front of a vegan, a USELESS waste. Offensive even!
Or perhaps you’ve seen more of this guy: Every night as you leave the office you say goodnight to this guy. He is in every meeting, takes copious notes, has severe frown lines from constantly working, thinking and pushing himself. He rarely takes vacations and always goes that extra mile. And yet, again, output is severely lacking. Deadlines are missed and errors are made. This person, while in my humble opinion much more acceptable than the lazy genius, still falls short. These guys are great to have on the team and can be highly valuable. They have the passion but not all of the skills… Which brings me to my first trait of the perfect employee…
Hard Working AND Talented
What I like
People who work hard and think hard are the foundation of a good team. And it is these people with whom I most like working. I don’t need geniuses actually, though the occasional rocket scientist does bring a uniquely different perspective to the team. I need people who are clear about what they know, comfortable researching or asking elsewhere about things of which they know little, and passionate about continuing to improve their knowledge base. But I also need them to want to work hard, push themselves, and execute. Brilliant strategy without effective delivery is … well, what many consultants produce. (And before I get the hate mail, I can say that because I am a former consultant. And of course not all consultants produce paperweights….)
I’m looking for people who have a strong base of talent on which to build, and the industriousness to see their base as a foundation and not a ceiling. Vision to dream about going further, learning more, and gaining even more knowledge as they execute and deliver. I had an architect at a prior company (confession: I hired/poached him from a consulting firm) that was not only the most knowledgeable person about Notes to Exchange migrations, he was also truly hard working. And he was humble; which I will discuss in a future blog. I could get more out of this one person than five others more polished, more educated, and higher paid. But he had a passion for solving problems and thinking harder about ways of working. And he never stopped learning.
I need people who think and push. Who work hard and study hard. Who bring a unique skillset to the table, share it with others, and in so doing make the entire team better.
What I need to do as a manager to enable
EMPLOY. ENGAGE. EMPOWER.
- EMPLOY. I need to find these people and bring them in to my teams. Typical HR processes seem to focus on assessing skills or fit. I need to assess ability to work hard, continue to learn and dream big. My goal will always be to find people smarter than I am, that work as hard or harder than I do, and give them the opportunity to shine.
- ENGAGE. I must actively seek to connect with these high performing high value generating team members, making clear how much they are valued. Too often, the smartest guy that does little work but knows when to speak up is rewarded first. As a leader, I must continuously look to find the hard working and talented and ensure they get the recognition they deserve.
- EMPOWER. The worst thing a manager can do with any top talent is to relegate them to worker bee status when they should be empowered to make decisions. These are your leaders and should be allowed to lead. These folks should be encouraged to ask forgiveness rather than permission.
For those interested, I found another blogger that commented on this topic and grouped people into four blocks instead of three. Where I cover smart and lazy, smart and hard working, and not so smart but hard working, this person also addresses stupid and lazy. I of course ignored that group because I would not even consider keeping someone in that bucket on my team. As Donald Trump says, “you’re fired!” Here is the other blog.
I also found a humorous take on choosing one or the other when you only have smart/lazy or dumb/hard working as your options.
From a “real world” perspective, it is FAR better to be smart and lazy than dumb and hardworking. You see, if a dumb person does a lot of work, chances are they’re going to do a lot of it wrong since they don’t know what they’re doing. Then the smart people are the ones who have to fix everything; and they spend all their time cleaning things up instead of being productive with their smartness.
I guess that is certainly one way of looking at things. As for me, I will continue to seek out the perfect ones, while also recognizing it takes all kinds to make a great team. Most importantly, I will continue to strive to find balance in life and work toward doing the right thing. I like what Teddy says on this topic.
Let me know what you think. What do you view as top employee traits? How do you build the best teams around different types of team members? Are you working hard on something worth doing?
Be sure to view all of the Top Traits:
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
Be well. Lead On.
Adam
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
Follow me on Twitter | Connect with me on Linked In | “Like” me on Facebook
Building relationships based on respect
Empowerment: People must be allowed to make decisions and drive change without being micromanaged and without needing to get multiple approvals; they must be allowed to be leaders. Just as importantly, we must enable those whom we empower. Power without training is not a formula for success. Empowerment is about giving a person the ability to manage something tangible that adds value, but also about working with that individual to help him or her succeed.
I want employees to show a sense of pride in what they do. In what they create. The best recent example of a leader that exuded pride in the products he offered was Steve Jobs. You just knew he thought that every product he allowed out the door was AWESOME! In my current role, I have a principle that I call “pretty red bow” that is based on pride of product and service. In short, I demand that my teams think about the entire package when building a new service. Not just the technology, which may be cool as ever, but the service, the support, the way it is sold and the training provided for users. You can build the very best mousetrap but if everyone thinks it is an appetiser with crackers and cheese …. Well, you get the picture. I want them to build a service, package it well and tie it up with a pretty red bow. Get it?
