Blog Entry

Building a Great Team

Posted on: March 21, 2011 6:20 pm
Time for a bit of MOJO Rising...Enjoy.

Building a Great Team

Ask any experienced executive or business owner about their biggest
challenges and one item is always near the top of the list: selecting
the right people. As a manager, you always have two choices. You can
either do it yourself personally, or you can get someone else to do
it. Your ability to choose the "someone else" is the true measure of
your competence as a manager in the first place.

Peter Drucker said, "Fast people decisions are usually wrong people
decisions." Perhaps the smartest thing you can do is to hire slowly
and carefully in the first place. This dramatically increases your
likelihood of making good choices and decreases your likelihood of
making expensive mistakes. Hire as much for attitude, personality, and
character as for job skills.

Your job as the hiring manager is to find people who will be effective
in the specific context of the job they will be doing. If you do not
believe the person will be able to do that, don't hire the person in
the first place.

The Art of Selection
The best executive recruiters engage in "behavioral interviewing." The
first thing they look at in the hiring process is how people have
behaved in their prior jobs. The best predictor of future behavior is
past performance.

Don't ask people questions with "yes" or "no" answers. Ask them "how"
and "why" questions. Invite them to describe a time when they had to
handle a particularly difficult challenge. How did they work with
difficult people? How did they solve problems and get results?

"I never hire someone who hasn't made a very big and memorable
mistake. I want to hear what happened, what it meant to them, who it
hurt, and what they did about it," said legendary banker Jamie Dimon,
CEO of JPMorgan Chase. "If they're a high performer, they've swung for
the fences; and when you do that, you're going to miss plenty of
times. The key is to know how people behaved in the past. That will
tell you how they'll do in the future."

The Law of Three: Test Drive Your Candidates
As Harvey Mackay said, "Hire slow, fire fast." Take your time in
hiring. One of the best ways to do this is to use the "law of three."

Always interview at least three people for a position. Even if you
like the first person and feel that individual is suitable, discipline
yourself to interview at least two others. Many large companies will
not hire a person until they have interviewed ten or fifteen
candidates for the spot. The more people you interview, the better
sense you will have for the talent that is available. The more people
you interview, the greater the selection of choices you will have, and
the more likely it is that you will make the right choice.

Interview the candidate you like in three different places. It is
amazing how the personality of a person can change when you move the
interview setting from your office to a coffee shop across the street.
One of the reasons you want to interview people three different times
in three different places is that candidates will usually be at their
very best in the first interview. After that, if they were pretending,
the veneer will quickly come off in subsequent meetings.

There is another important reason to change venues for each meeting.
That's exactly what many employees need to be able to do to be
successful in their jobs: They will have to work with many different
types of people in many different locations.

Have the candidate interviewed by at least three different people. A
practical method is to invite the candidate to go around the office
and meet the different staff members. Afterward, all of the staff
members get together and vote. If even one person disagrees with
hiring the candidate, the person is not hired and the file is closed.
Brian explains:

When I was a young business owner and manager, I felt that I was smart
enough to make all my hiring decisions by myself. I ended up spending
half my time compensating for having hired the wrong people in the
first place. As soon as I began involving my staff in hiring
decisions, the quality of the decisions went up to about 90%. And
there was an additional bonus. When you have your staff interview a
prospective team member, and they all agree that this person would
make a good choice, they all lock arms and go to work to help this
person become a valuable and productive member of the staff. By being
involved in the hiring process, your staff has a vested interest in
this person becoming successful.

Peace be the Journey, and let's continue to get the easy cash in 2011

Category: NCAAB
Tags: ~JTG

Since: Dec 24, 2006
Posted on: March 21, 2011 6:58 pm

Building a Great Team

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