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Kindle Notes & Highlights
Follow-through on commitments.
Intelligence.
Analytical skills.
Attention to detail.
Persistence.
Proactivity.
Ability to hire A Players (for managers).
Ability to develop people (for managers).
Flexibility/adaptability.
Calm under pressure.
Strategic thinking/visioning.
Creativity/innovation.
Enthusiasm.
Work ethic.
High standards.
Listening skills.
Openness to criticism and ideas.
Communication.
Teamwork.
Persuasion.
We use the competencies section of our scorecards as a checklist during the interview process, but we encourage clients to personalize it to fit their individual needs.
“Chemistry is always important for both the individual and the company,”
“Number two is commitment.
“Third, are they coachable?
“Number four is, do they have their ego under control?
“Number five, do they have the requisite intellect?”
CULTURAL COMPETENCIES: ENSURING ORGANIZATIONAL FIT Competencies work at two levels. They define the skills and behaviors required for a job, and they reflect the broader demands of your organizational culture.
fully one in three of the billionaires and CEOs we talked with told us that not evaluating cultural fit was one of the biggest reasons for hiring mistakes.
“What adjectives would you use to describe our culture?”
Culture fits—or misfits—inevitably affect the bottom line, but they are about much more than money.
By translating your culture and values into a series of competencies that matter for every job, you can avoid making the mistake of not evaluating candidates for the cultural fits that are absolutely crucial to your enterprise.
FROM SCORECARD TO STRATEGY The beauty of scorecards is that they are not just documents used in hiring. They become the blueprint that links the theory of strategy to the reality of execution. Scorecards translate your business plans into role-by-role outcomes and create alignment among your team, and they unify your culture and ensure people understand your expectations.
Only 10 percent raised their hands. One in ten! How are people supposed to know what to focus on or how hard to push if you don’t identify their objectives? How can you know if your people are performing as well as they should?
Scorecards: • Set expectations with new hires • Monitor employee progress over time • Objectify your annual review system • Allow you to rate your team annually as part of a talent review process
The whole key, whether you are hiring, promoting, or managing for performance in the current job, is that you have clear expectations.
HOW TO CREATE A SCORECARD
Of all the ways to source candidates, the number one method is to ask for referrals from your personal and professional networks.
77 percent of them cited referrals as their top technique for generating a flow of the right candidates for their businesses.
HOW TO SOURCE 1. REFERRALS FROM YOUR PROFESSIONAL AND PERSONAL NETWORKS.
2. REFERRALS FROM YOUR EMPLOYEES.
3. DEPUTIZING FRIENDS OF THE FIRM.
4. HIRING RECRUITERS.
5. HIRING RESEARCHERS.
6. SOURCING SYSTEMS.
The four interviews are: • The screening interview • The Who Interview® • The focused interview • The reference interview
What are your career goals? This first question is powerful because it allows you to hear about a candidate’s goals and passions before you taint the discussion with your own comments.
What are you really good at professionally?
What are you not good at or not interested in doing professionally?
Who were your last five bosses, and how will they each rate your performance on a 1–10 scale when we talk to them?
GETTING CURIOUS: WHAT, HOW, TELL ME MORE
