It’s really about deciding then selling……..
Here’s the problem. Too often you spend all your time in interviews selling your company and don’t spend nearly enough time deciding whether the person you’re speaking with is a good fit for your company.
Right seat, right person.
This is a slogan Jim Collins popularized. And it’s exactly right. To build a great company you have to have the right person in the right seat.
You want to make sure the person that joins your company gets what your company is all about and is excited to join you. You want to make sure they have the right set of skills. The most important thing is making sure they fit in with the culture of your company and are willing to do the job.
When you get a rousing yes for all three things you have someone who is going to add real value to your company.
It’s not only technical skills that count.
Almost everyone I work with starts with technical skills. To a point that makes sense. If they can’t technically do the job you really don’t want them to join your company. This is the right seat part of the job.
At the same time, it’s really not the most important part. After all you can train for technical skills. I’m not sure you can train for the other two things you need in a great hire.
You don’t want a brilliant jerk in your company.
In the past I’ve hired people who are brilliant at what they do. And they’re almost impossible to get along with. I ended up spending way too much time babysitting this person and in the end they had to leave our company.
Do yourself a favor, let others hire the brilliant jerk. It’ll make your company stronger and their company weaker.
Fit is what it’s all about.
In Jim Collin’s formula right person is about fit. If the person you’re considering won’t fit in well at your company, you just can’t hire them, it’s that simple. If you do, you’ll spend way too much of your time to try to “turn them around.”
I don’t know about you, but I’ve never been able to turn someone around who’s a bad fit.
If this makes sense to you, the first step you need to take is to figure out what it is that makes someone a good fit for your company. A simple way to do this is to look at the best employees in your company and ask what makes them so good. Then all you have to do is be on the lookout for others with the same traits.
Remember to ask yourself whether your candidate will do what’s necessary.
The second part of right person is knowing whether your candidate will do the activities that are necessary for success. If you’re hiring a sales person and it requires them to prospect, they have to be enthusiastic about prospecting. If you need a bookkeeper, then they have to enjoy doing detail work.
I know that I’ve spent far too much time trying to get a square peg fit into a round hole. Do yourself a favor, don’t follow my lead here. Make sure your potential hire is willing to do the activities that are required for the job you have open.
If they’re the right person, you won’t have to sell your company, they’ll opt in.
Now we get to the point where we talk about selling your candidate on your company. If you have the right person and they’ll fit in the right seat, you shouldn’t have to do a lot of selling. If you find yourself doing this, then there’s a good chance they aren’t a good fit.
Once you figure out you have a right person, they should be excited about your company and want to come to work with you. You will need to talk about your company and what you’re offering. As long as your offer is competitive with others in your industry, selling your candidate on your company should be easy.
What do you think? Does this make sense to you? Why don’t you tell me what you think in the comments below or send me an email by clicking here.