A lot of times when I speak to groups, we talk about the importance of people and the value of relationships in the workplace. In the midst of these conversations, the discussion inevitably leads to this question: What system can I put in place to help me with my people? It’s not a bad question, but it’s not the right question.
Instead, let me ask you this. How do you find the right people in the first place?
Rather than being reactive once we have people in place, let’s be proactive to get the best person in a position to thrive in their work and on your team. Selecting correctly from the start is crucial to organizational success. The people that we choose are more important than the processes we use.
This is a simple concept, but it’s not easy to put into practice. Below, I’ve described three things we have to do in order to select the right people for our teams.
1. Find the right person.
I was speaking to manager recently who told me, “If someone can put a sentence together and tie their shoelaces, I will hire them.” His low expectations surprised me. When you set the bar that low, what does that say to the people already on your team?
On the other hand, an owner of a fast food establishment explained the approach he takes when finding new employees. Before an interview, he always meets them at the door and picks a seat to conduct the interview as far away from the entrance as possible. He then walks briskly to the interview location and looks behind him to see if the interviewee is keeping up. Next, he sits down and tells the interviewee that what he is about to say is important. He has a notepad and pen sitting on the table, and he watches to see if they write anything down while he is talking. The last thing he’ll do during the interview is intentionally knock something off the table to see if they will pick it up for him.
The gentleman explained that he looks for three things when selecting a new team member.
- A Strong Sense of Initiative
If the interviewee keeps up with him on the way to the interview location, the individual exhibits initiative before they even begin talking, and they pass the first test.
- A Desire to Learn
If the interviewee takes notes and pays close attention to what the manager says is important, they pass the second test. That individual has shown humility, teachability, and a desire to learn.
- A Servant’s Heart
If the interviewee reaches to pick up the object that the manager “knocks” off the table, they pass the third test. This response reveals a servant’s heart and a willingness to help.
This manager explained that finding the right person is more about their character than their specific competencies. He understands that skills can be taught, but character needs to be developed in your people prior to you placing them on your team.
2. Put the right person in the right position.
We have too many systems in the workplace that reward people for simply being there the longest. Often times established structure inhibits us from getting the right people in the right positions. We’ve all heard this before: “I’d really like to promote her, but I can’t because she hasn’t been here long enough.” Those comments are frustrating and are evidence that we are rewarding people for the wrong reasons. We have to be willing to do whatever it takes to get the right people in the right positions. For example, if a lower level employee could add value to a conversation and provide insight for a project, invite them to a meeting even if it’s typically reserved only for higher level managers.
3. Give the right person in the right position the ability to solve the right problem.
So often, we lose the right person in the right position because we fail to release them to solve the right problem. Maybe we have not clearly identified the objective and what we need them to do. Maybe their purpose or function is not what it needs to be, so they are working to win the wrong game. Whatever the case may be, we have the right person in the right position, but they are frustrated and unfulfilled by their work because they have been pigeonholed into solving the wrong problem. If you’ve got the right person and you’ve put them in the right position, give them the autonomy and authority to make changes, or at least suggestions, that can take your organization to the next level.
Do you have a system in place to find the right people? If so, are you putting those people in the best position for success?
Remember, selecting the right people for the right positions to solve the right problems is far more effective than trying to correct poor hiring decisions down the road.
