In my last post, I gave a few interviewing tips for those looking to advance their career with a new position. Equally as challenging are things on the other side of the desk. Finding the right person for key positions in your company/department should be an ongoing process, echoing the oft-used statement from companies “we are always looking for good people.” Here is why I believe you should never stop recruiting.
Always Be Recruiting
A favorite movie of mine is Glengarry Glen Ross, the riviting scene being Alec Baldwin’s condemnation of the Glengarry sales-team. He bellows “A…Always. B…Be. C…Closing. Always Be Closing!”
Leading an organization/team requires a slight modification to Baldwin’s demand. A…Always. B…Be. R…Recruiting. Always Be Recruiting!
You never know when you’ll meet a “diamond in the rough,” a person you immediately realize has the potential to succeed and thrive in your organization.
But how will you know when you’ve really found that person (whether you have an opening at the time or not)? Here are three steps to help you discern that.
Step #1: Know the Behaviors Needed, Not Just the Job Description
Assuming you’ve developed a clear, thorough job description for this business development role, the next step is to establish the behaviors essential to the role. I’m currently coaching a highly successful client to create the behaviors he requires for his team.
See if these behaviors are ones you’d like to demand too:
Step #2: Ask the Right Questions
When speaking with prospective employees, ask questions to establish a climate of curiosity, the feeling that allows a candidate to “tell-you-everything.” Do this in order to understand the degree of HOW they think and HOW they solve/execute on a plan and subsequent results.
Here’s are examples of questions to use/tailor:
- How would your peers describe you?
- What would your client say about you?
- What’s mission-critical to you personally now?
- What tools will you desire from us?
- What are your professional goals?
- How did you acquire/grow your client base?
- When a client said “no”, how did you move them forward?
- What lessons were you taught that you will never forget?
- How did you scale your business?
- Knowing what you know now, what would you change from this approach?
- How valuable was the service/product you offered?
- How important were you in the process?
Step #3: What is YOUR Response?
Notice how you feel about their responses. Are you moved/inspired by them? Was the person humble or over-prideful? Remember, if you hire them, YOU are going to have to work with them so, make sure your “gut” tells you, based on the answered questions, that this person is a good fit. How they answered the questions is as important as what they said. Their attitude, attentiveness, inquisitiveness (did they ask YOU questions?) and demeanor will tell you as much or more than the content of their answers.
I’m interested in your list of questions and how this process helps…let me know.