Krug: Forget about ‘the best,’ hire ‘the right’ people

There is no greater opportunity in business than building a team. Perhaps you started from the ground floor. Maybe you've been through the wars and have executed a complete scrape-off. But even if you were one of the lucky ones that started on third base with a decent team, you know how difficult it is to retain good people. Undoubtedly, you've had to rebuild or reload at some point along the way. Somehow, some way, from that daunting stack of electronic resumes, headhunter-provided five-star talent and the gaggle of nephews and nieces descended from your company’s board of directors, you managed to pull together a team that worked and – more important – worked for you. And because you are human, you've also survived the hires that you shouldn't have made. You've overcome the people whose resumes were so artfully crafted that they could have been direct blood relatives of The Brothers Grimm, and interview performances that, had they occurred on stage, would have won a Tony Award.

• • •

Any hire represents an opportunity to improve the team. And every new person you let into the castle can either make or break your reign. The closer the hire is made to top of the organizational chart, the more difficult the task, and the greater the risk. If you can somehow avoid being the pawn that allows a candidate to leverage more money and a better job at their current employer, you still roll a five-sided die when bringing in new blood. At this point, I'll advance an unscientific theory that states key hires yield the following: • A 20 percent chance of landing a superstar; or • A 20 percent chance of bringing in someone competent; or • A 20 percent chance of finding someone who took the job for the money, never truly commits to the program, and – in a year – ladders up and puts your butt back on the hiring carousel; or • A 20 percent chance of signing someone who brings less than you had expected; or • A 20 percent chance of being strapped to a sociopath whose primary mission in life seems to be focused squarely on destroying what you've built. Tell me I’m wrong.

• • •

OK, enough theory.

If, as you read this, you find yourself in need of a new piece for the team, take solace: It’s a pretty decent time to hire. There seems to be a fair amount of leadership out there that has survived their current company’s cutbacks, has gone as far as they believe they can, and now is looking for a new adventure. Or more money. Or a new adventure and more money. Or they just hate their current employer and want out. And they want a new adventure and more money. No matter what, they want more money. But the good news is that they are out there.

 • • •

Of all the great lessons of leadership learned the hard way, perhaps none is more important than hiring the right people.

Key to this is that I didn't just type the “best people.”

I typed the “right people.” The right people aren't always superstars. Anytime you can find someone who falls into the top 40 percent of my theoretical hiring array, you've won. Your organization will be better for the addition. The “best people” probably already have accomplished whatever it is you endeavor to achieve in your business ventures. They are often ubercompetent, though most likely are products of systems that are different from yours. They have pedigree. They come with reputations that are stellar. Their resumes not only are wholly factual, but they contain deeds and accomplishments that deem them worthy of being encased in Lucite and hung in a hall of fame. But beware of the “best people.” Not every Apple or Google or GE executive makes the magic happen elsewhere. You want them to bring some of that culture with them. Most of the time, they cannot. Culture rarely is transferable. As well, the “best people” may not have the capacity to become part of your mission – especially if they come from a larger company to one that is smaller, where they may have to make their own copies or answer an inbound phone call that has not first been screened by an assistant. So it’s about hiring the “right people.” And the process of finding the “right people” is taxing. That is because there is not an abundance of people who will identify with your quest, have the courage to take a chance on your dreams and will stick with you when the boat begins to take on water. Oh, there are plenty who say that they will. And there are even some who might – for the right price – even come aboard and set sail with you when the seas are calm. But when the wind kicks up and the waves crash against the bow, are they going to be there with you, fighting for the cause? Or is that when they collapse like a cheap, wooden deck chair? Problem is, you almost need to hit the high seas with them before you’ll ever know for sure.

• • •

Ultimately, the “right people” may already be in your ranks, a rung or two below. Look closely there. They very well may be in that giant stack of resumes, or handpicked by your headhunter. And, gasp, they might even be the niece or nephew of one of your board members. Then again, probably not. But you have to look at them all, and do so – this is important – before you have an opening. The key to finding the “right people” is to commit to ongoing recruitment. Think of yourself in this regard as a top-level NCAA men’s basketball coach, whose only certainty is success will create openings on the starting five. When a prized player leaves, know where the next point guard or power forward is so that you can plug her or him into your lineup. It takes time. It requires focus. But it is time that ultimately leads you to teams that will play for you and teams capable of winning. That saves you from guessing and almost always makes it appear as if you know what you’re doing.

• • •

Even the most diligent recruiters will have dry spells. That means, gulp, you’ll have to venture into the wild for the “right people.” There are dozens of worthy methodologies implemented to sort through candidates. But it always should begin with a phone call. To Hell with email. Emails are among the lowest forms of communication – one strata above a text message and two above a grunt – and tell you nothing about a person. If you have become such a big deal that you can’t phone screen your candidates, have someone whose opinions you implicitly trust handle this for you. Make this a team effort composed of your existing “right people,” if possible. Create a panel and make sure that your team asks similar – if not exactly the same – questions of each candidate to ensure you've accurately measured their responses. Compare notes, closely. If panel interviews are not part of your methodology, try integrating that approach into your routine. Getting the eyes and ears of your “right people” on someone who potentially could be their teammate instills confidence in the group, and allows you to see how the newbie would interact with your current squad. But ultimately, this is your call. This is your hire. And while the opinions of others help you shape an opinion of a candidate, the final decision is yours. One last thought: Hire with your head, but don’t forget about your heart and never ignore your gut. You need to be logical with your key hires and should try to find someone who is a match for your company, and if you get a twinge in your stomach that’s telling you this is or is not the right person, listen to it. Trust your gut. The gut is rarely wrong. Stay classy. Chris Krug is president of the progressive media communications firm No Limit Agency* in Chicago. No Limit is a full-service agency whose practice focuses on strategy, brand management, creative campaigns and delivering unparalleled placement in the media. No Limit Agency works with some of the best-known brands in the United States, and that’s not a coincidence. Contact Krug by calling 312-526-3996 or via email at [email protected].