Few things in life are harder to resist than a large pile of money. The temptation is even greater when the only thing you have to do to get it is... Nothing! This exact situation is experienced by hundreds, perhaps thousands of people every day in the form of a counteroffer designed to keep them from leaving for a different company. Accepting such an offer is unwise and leads to all sorts of problems, the biggest of which I will explain.
The easiest and fastest way to put together a good resume is to use templates. The number one goal of your resume should be to communicate your unique skills, values, and accomplishments as they pertain to making your company and team successful.
Thousands of people have told me it is not about the money for them. It’s about culture, fit, contribution, team, projects, etc. The list goes on and on. Often they will remark how they are not hung up on the offer amount if the company is right. This is the mature perspective.
While interviewing these people make some of the same remarks to interviewers and everyone nods their head sagely. Everyone knows implicitly that money alone is not the panacea to career growth.
Why is setting expectations so important to making employees successful?
How many times have you heard someone say that a job wasn’t what they expected. Who does that reflect on? Both them and the employer, no? They failed to ask enough questions to discover what the job really was and the employer failed to disclose enough about the role. Transparent information flow is necessary for understanding and mutual commitment.
If your boss was disappointed in your performance, how would you want them to address it?
There are a few options. Sudden termination. Passive/aggressive complaining. Blame game. Drawing comparisons. No. You would want them to take responsibility first, to share the load of culpability. This is what teams do.
Unless someone is unethical there is not a proper situation where someone is surprised to be fired. Leading up to being fired the individual should be informed of their deficiencies, coached, and remedial goals set.
An important element of our business philosophy is to be an “ally”. It’s a filter we work our decisions through. Is this something an ally would do? How can we best serve our alliances? How can we improve the condition of our client? How can we improve people’s lives? How can we add value, regardless of the reward. We have that attitude and seek fellow companies who share it.
We have a couple bookshelves stuffed with excellent wisdom for employees (and me) to read. Most of what I’ve learned over the years comes from books. If you consider the life altering and improving value books have, it is incredible you can buy them so cheap. Inexpensive books are one of the wonders of modern capitalism. A few thousand dollars in books, and the requisite time to read them, can be worth millions or billions and make life much easier by learning from the mistakes of others.
Interviews are not all about getting the job. It is about building relationships to see if you want to work with this person/team for the long-run. You do not want to 'win' every single interview because your values may not be aligned. Working for a company with different values than you is not fun. You want great mutual understanding and trust, even if that means they screen you out or you screen them out. It's not personal. These are huge decisions for you and prospective employers. Be honest, vulnerable, concise, thoughtful, and get to know your interviewers well. These meetings should arm you to make a decisive decision should they make you an offer.
I write this sitting at Coeur d’Alene Coffee, a local cafe known for friendliness. They know everyone’s name and consequently people always smile when they enter and they have a loyal contingent. Employees need the same personalized attention to feel known, to feel cared for, understood, and to feel safe.
This is not tawdry advice. Consider every toxic environment you have seen; did people feel known, understood, cared for, and safe?
Our busy economy blesses and curses us with zero unemployment of qualified candidates. Everyone (good) has more work than they know what to do with and the challenge of finding the right team members has become the new key to delivering great solutions, in any field.
How then should you recruit in this kind of market, differently than a recession market where candidates find you? More than ever your brand, process, and effort will define success in hiring the best people.
A good hiring process is a rigorous and disciplined affair. Recording the interviewing team’s opinions of the candidate, derived from a consistent set of questions, is key to evaluating your interviewing prowess, or lack thereof. Immediately recording opinions, before debriefing and persuasion, is important. With objective ranking of candidates you can determine the quality of your interviewers.
We have interviewed thousands of candidates. Here is our concise advice for extracting the most value from interviews, not in order of importance.
Don’t blindly follow an interviewing model or hiring formula. Think carefully about the culture you are perpetuating with the very beginning of the interview process and be intentional about each step. Map out your process and test its effectiveness.
Ask for questions to three simple questions along with their application. Tailor those three questions to highlight the exceptional candidate you are looking for….
Employee satisfaction in their work relies on three factors, per the excellent book ‘3 Signs of a Miserable Job’ by Patrick Lencioni.
Relevance. How do they help improve other’s lives? These people may be customers, coworkers, or their boss. People feel fulfilled when their work has an appreciable positive impact on other people’s lives. The more you can connect their efforts to positive impact, the better. Having a culture of gratitude for their work is an important first step in relevance….
We hear many hiring authorities complain about the employees that THEY HIRED and THEY MANAGE. Some realize their complaints are in part a reflection of their own leadership ability and rise to the challenge, others flounder, wondering why people don’t perform as expected.
Our most capable, stable, and competitive clients value elevating leaders over securing their own positions. They care more about their employees success than their own short-term goals.
Email is pervasive and inescapable now. The unwary can easily sign up for a deluge of unnecessary newsletters (except ours, of course), or be drowned in a deluge of verbose information from inside and outside the company. Email can consume hours of each day.
Consider the GTD method of email management. That’s the ‘Getting Things Done’ philosophy applied to email.
Daily business operations can be chaotic so please refer to your onboarding checklist to ensure you are not skipping valuable steps. Good management is a service you provide FOR employees, not something you do TO them.
Question: If speed and relationship building are both important parts of hiring competitively, how do you get them to work together nicely?
Answer: Implement an assessment (DISC, MBTI, PI, Profile XT, etc) after the first interview and share and discuss the results with the candidate. Ask them if they agree or disagree and how they handle various situations that could happen with other personalities and styles.
I know of a recruiter who placed a client’s brother at his firm. They even got paid on it, and rightly so. They solved the problem. It’s a little absurd though and I’m sure the client will be more thoughtful next time. Here’s a checklist to quickly find your low hanging options:
What are your expectations for success when you hire someone? Do you feel relieved and enthusiastic? Does the wary probationary period start? Is the path for success in your organization (performance expectations) immediately clear to them or do they need to prove they can figure your system out on their own? What gives you those feelings?
Significant “career growth,” the kind which earns you a significant salary, that fulfilling project, or a partner position, lies in your ability to prove yourself faithful in the little things and scale your [duty/trust/authority] with your highest possible degree of competence.