The Search for the "Right Fit"
The TEO Ka-tet* Issue #26
In this issue of the TEO Ka-tet, we want to explore some aspects of the process of interviewing and hiring a senior level team member. We are calling this “the search for the right fit” knowing that the term “right fit” can have several meanings, not all of them good. The “right fit” can easily be used to exclude people whose demographics are different from the majority in the workplace. Clearly, this is not what we mean by the “right fit” when we assist clients in the selection process for important senior level positions in their organizations. When hiring for any position, and especially leadership level positions, the right fit might be the one who will bring a diversity of thought and foster needed changes. Let’s explore this together. We would also love to hear about your ideas and experiences.
The Basic Core Skill Set…Reimagined. When evaluating any position, one must first focus on the basic core skill set. This is often a check-the-box activity that compares the job requirements with the person’s resume and/or application. However, it is prior to this that the first mistakes are sometimes made. It is common to dust off an old job description and re-post it for the vacant position without thinking through lessons learned. Does that job description still make sense? Do the requirements still make sense? Should there be new additions to the job description based upon the environment, the strategic course of the organization, technology, or other changes? Lately there has been a movement to move some degrees from “required” to “preferred” or even to take the degree requirement off altogether. Should we do that to expand our pool of qualified applicants? One of us was talking with a friend whose boss thought that his MBA outweighed her twenty years of experience. The P&L statement from sales would offer objective data supporting the idea that her experience mattered more than the MBA.
We have had success looking deeper into a person’s resume and life experience to think through how they might be able to translate what they have done in the past into a new job situation. We want to know if the applicant has demonstrated the ability, for example, to think critically and produce new solutions. We also consider if the candidate would be surrounded by others who could make up for yet undeveloped skills. Certainly, there are situations when the check-the-box approach makes sense, but we should pause and ask ourselves some questions first.
Organizational Culture. Perhaps the most important area of our work in assisting with hiring is our focus on culture. We have had the pleasure of working with some truly positive organizational cultures. We strongly advise clients to hire those who will add to and diversify the culture in any number of ways, but who will also contribute to a respectful and civil culture. We often suggest the book The No Asshole Rule by Dr. Robert Sutton. As he notes, we can all be a small “a” from time to time, but someone who is repeatedly and unabashedly a large “A” can quickly dismantle a healthy culture. Look for them the moment they enter the building for an interview, if it is in-person. Like Sutton, we always look for how the candidate addresses the receptionist when they enter the office or smiles and greets others while they wait. Do they ignore those not directly interviewing them or do they show warmth and pleasantness to all? During the interview, is the conversation always about themselves or do they show genuine interest in the organization and culture? Bear in mind, an intelligent sociopath can play such a role well. Do not be afraid to apply the sniff test to such a person. You know them when you see them. Trust your gut. Sometimes when they are too smooth, something is wrong.
A New Post-Covid Thing. In this evolving world of hybrid workplaces, time in the office versus remote should be part of the conversation. Even if an organization has a hybrid policy, what are the short term and longer-term expectations for being in person? Be clear about your expectation of days in the office for the sake of all involved.
Do Not Rush. A common mistake that we have seen is that organizations compromise on candidates as a vacancy lingers over time and the pressure to fill the position increases. Usually this results in dissatisfaction for both the organization and the employee. While we understand the desire to fill positions as soon as possible, getting the right fit is more important than hiring a candidate that one is unsure about, especially if hiring for a leadership position.
Other Key Factors. We like to look for drive, curiosity, the ability to tolerate or even value ambiguity, and interest in others. We like it when a candidate demonstrates interest in learning more about what the organization needs and demonstrates a readiness to do what is needed. This may seem obvious, but we have seen candidates debate potential employers about what the organization needs. Does the candidate present themselves as a fixed commodity only willing to perform the functions they want to perform? One way of assessing this is by listening to how often the candidate turns the conversation from themselves to inquiry about the needs of the job and workplace.
Finally, the Relationship with the Supervisor. We also try to consider the relationship between the candidate and their immediate supervisor. We often ask, “Reflecting on your previous positions and supervisors, what type of supervisor brings out your best performance?” If this is a growth candidate, is their immediate supervisor willing to put in the extra time to develop the candidate and provide feedback and coaching? Remember, not every supervisor is a good supervisor for every candidate.
And Upon Hire, There Should Always Be a Year. The term ‘probationary period” is not one we like, but it should be understood, as in one’s personal life, that we do not go on a few interviews (dates) and make a long-lasting commitment etched in stone. The value of the probationary agreement is that it gives the employer the right to terminate the arrangement with greater ease. We always, however, suggest that even in a probationary period, if there are performance issues, these should be documented and the employer should be able to demonstrate that they have offered feedback, coaching, and training opportunities that clearly show that the employer has done all they can to make it work.
Activity: Think about the people you have directly or indirectly hired. What is your “success” rate. When did you make a good call? When did you make a bad call? (We have all been there, so no judgement.) Analyzing yourself can be the most important action you can take.
Think of a new hire as a part of the community of your workplace. Would this candidate bring not only their individual strengths, experience, and ideas to the community, but also enthusiasm for the mission, a willingness to jump into other areas when needed, and a positive attitude? Would this person be likely to want to become part of the culture, but also in a caring and collaborative way, be willing to grow the culture? Less than that suggests that it may be time to revisit the pool of applicants.
Stay curious, stay well.
Jim and Linda
* Ka-tet - A group of people bound together by ka (destiny) for a sense of purpose. Credit: Stephen King from his novel, The Gunslinger.
TEO Ka-tet is the property of James Burke and Linda Pierce operating as TEOconsulting, LLC
https://teoconsulting.org/