How to Attract and Retain the Best People

Hire the Best

 

During one of my interviews, someone asked me about my biggest career mistakes.

“That’s easy,” I said, “I have made the mistake of hiring the wrong person. It is an expensive error.”

Since that early career mistake, I have developed a number of strategies and techniques to reduce my hiring errors. And that’s why I loved The Right Hire: Attract and Retain the Best People because the book shares many techniques to get the right person for the job. The book explains that hiring should be both part of the organizational strategy and strategic. I had the opportunity to speak with Lisette Howlett who has fifteen years of global change leadership and business development experience.

 

Make Hiring Right A Part of Your Strategy

How do leaders ensure that hiring is part of the overall organizational strategy?

At its most simplistic, by simply putting it into the strategic plan and elevating it to be part of the leadership and strategic agenda.

The strategic plan outlines where the organization aims to be in the chosen timeframe, typically 5 years, and it should include a section on the organization implications and the hiring strategy required for success.  Adopting an effective hiring strategy is core to the achievement of this plan and will cover different aspects depending on the organization’s strategic intent.  If, for example, the organization is seeking to change direction, expand to new markets or even leave markets and sectors, the hiring plan needs to reflect this.  How will people be hired in anticipation of the future plans, how will they be developed and made ready?  Hiring in this context is not just hiring new talent into the organization from outside but also hiring (or promoting) people from within the organization to new roles and locations.  And similarly, if an organization is exiting a market or geography, thinking about how any key talent in this unit might be retained is critical as well and should be part of the exit plan.

In terms of elevating hiring to be an integral part of the leadership and strategic agenda, one of the best ways to do this is to adopt a balanced scorecard approach and ensure that time is spent on broader leadership topics as well as financial performance.

The less simple way is to invest in the development of what I have called a hiring culture.  This is a culture where the organization is always on the lookout for talent and takes action when it is spotted.  The search for talent, once again, can be internal as well as external.

Additionally, taking a more strategic approach to hiring will go a long way towards ensuring that hiring is part of the organizational strategy.  By this I mean that we need to move away from treating it as a transaction that is forced upon managers due to the need of someone to fill a vacant position in the organization.  We need to think of hiring in the medium term and even long term and start to develop hiring plans to support this.  At the organizational level, think of the competencies and attitudes that you will need for ongoing organizational success and start hiring for them now.  Plan the numbers and skills you will need for your future organization and work to that plan.  For jobs that you know you will always be recruiting, invest in strong talent sourcing systems and hire continually whenever you spot talent.  Hiring ahead of the curve will give you the time to wait for top talent rather than rush to bring someone in just to cover the mounting workload.

 

Don’t miss Skip’s appearance on Atlanta’s Small Business show talking about the 9 Mistakes of an Entrepreneur.

 

The Cost of a Wrong Hire

I’m always surprised at the high cost of a wrong hire. Would you share some of the statistics on making a bad choice? 

Life Advice from Top Thought Leaders

leadership board room

Leadership Lessons

Early in his career, Rodger Dean Duncan interviewed interesting people like Lyndon Johnson, comedian Jack Benny, Baroness Maria von Trapp, pollster George Gallup, and anthropologist Margaret Mead. He traded jokes with Norman Rockwell and discussed home carpentry with Robert Redford.

Later, as a leadership consultant, he advised cabinet officers in two White House administrations and coached C-suite executives in dozens of Fortune 500 companies. He also headed global communications at Campbell Soup Company. He received his PhD in organizational behavior at Purdue University, and writes a regular column for Forbes.

Duncan’s latest book LeaderSHOP: Workplace, Career, and Life Advice From Today’s Top Thought Leadersis a collection of lessons from these interviews.

 

“You can rent a person’s back and hands, but you must earn his head and heart.” – Rodger Dean Duncan

 

Change Your View

Like you, I’ve interviewed many leadership experts. Were there any surprising interviews that gave you a different perspective?

The interviews for LeaderSHOP certainly provide some thought-provoking perspectives.

Drew Dudley emphasizes the value of regarding every new day as a fresh start and an opportunity for self-reflection on specific behaviors. Leadership, he says, is not a title or accolade. It’s a daily choice about personal practices. His Day One approach to personal management involves making your life less about living up to the expectations of others and more about a disciplined commitment to acting on your core values each day.

In discussing purpose and meaning at work, Dave and Wendy Ulrich highlight the importance of humility in the leader. Humility, they say, is at the heart of a growth mindset that encourages and unleashes learning that, in turn, gives meaning to work and fosters engagement.

Bill George talks about how “authentic” leadership is made possible when the practitioner follows an internal “true north” compass of selflessness and integrity.

Elizabeth Crook emphasizes that our gifts are found at the intersection of what energizes us and what we know how to do. Hint: it’s probably something you’ve been doing in one way or another most of your life.

Hugh Blane talks about a mindset he calls JDTM—Just Doing the Minimum—and how getting clarity on what lights your internal fire can be a critical step toward high achievement.

Rob Fazio gives specific examples of how honest conversation is the key to handling office politics. He also says that listening is bad for your health—that is, listening to discouraging messages from others or to negative self-talk.

Ann Rhoades, former Chief People Officer at Southwest Airlines, underscores the importance of rewarding behaviors that are the foundation of the culture you want—and taking quick and decisive action when expected behavioral norms are violated.

Social psychologist Dan Cable talks about a de-motivator he calls “learned helplessness,” and he explains how leaders can create a work environment that encourages smart risk.

Ira Chaleff reveals the secrets of saying “No!” without getting fired, explaining the situations in which refusing a directive is not insubordination but rather smart collaboration.

Jim Kouzes explains how a feedback-friendly work environment is to everyone’s benefit and why dialogue skills are a hallmark of effective leadership.

Carmine Gallo teaches communication techniques used by great presenters as disparate as Steve Jobs and Pope Francis. The “Rule of Three,” he says, has been used by everyone from Thomas Jefferson to Goldilocks.

Career coach Mary Abbajay discusses approaches to “managing up”—dealing proactively with an incompetent manager in a way that doesn’t derail your career. She suggests tactics ranging from keeping the manager (overly) informed to building your own reputation by filling in where the manager is deficient.

Marshall Goldsmith and Sally Helgesen talk about how striving for perfection can serve you well early in your career (because it supports doing outstanding work), but it can later hold you back because being so invested in precision can dissuade you from taking the kind of risks that characterize strong leaders.

Other people I interviewed—like Brian Tracy, Tom Rath, Jodi Glickman, Laura Vanderham, and Stephen M.R. Covey—provide a rich mosaic of ideas on leadership and personal development. People tell me the individual conversations are interesting, but the real value is having them all in one place that provides insightful “connective tissue.”

 

“Teamwork has been given a bad name by a world of bad practitioners.” – Rodger Dean Duncan

 

How Leaders Impact Culture

Culture is a big topic in leadership circles. Share a few ways leaders best impact culture for the positive.

10 Examples of Nudge Theory

swimming

Motivation

A few summers ago, I watched a father coaxing his daughter to jump into the pool. It brought back memories of me doing the same thing with my daughter years before.

She was adamantly refusing to leap. He was frustrated. And then something happened. He sweetened the offer with a promise of a grape popsicle.

Splash!

She was in the water before I even knew what happened.

That little incentive was a nudge. Motivation at its best.

I first became aware of nudge theory from the book, Nudge by Richard Thaler and Cass Sunstein. The authors highlighted how we think and make choices. Others had written about it previously, most notably James Wilk before 1995.

Since then, I am more conscious looking for how others are trying to influence my behavior. I also use nudges to help me meet my own goals. Putting healthy food within reach and making it harder to reach unhealthy snacks falls in this category.

Do you use nudge theory?

Here are a few examples of it:

Develop the Leader Habit

Master the Skills to Lead

We generally don’t think of leadership as a habit, but it’s time that we do.  How we get things done at work, and how we manage people, is the result of habits – and those habits can be purposefully changed.

Martin Lanik is an organizational psychologist and the CEO of Pinsight®, a global leadership software-as-service company known for its disruptive HR technology.  His new book, THE LEADER HABIT:  Master the Skills You Need to Lead in Just Minutes a Day, shares the science behind how people develop habits and shows you how to develop key leadership skills through simple, daily exercises.

 

“Any leadership skill starts as a weakness.” -Martin Lanik

 

Why Most Leadership Programs Fail

Why do most leadership development programs fail?

There are two main reasons why most leadership development programs fail. First, they rely mainly on classroom training and workshops that focus on acquisition of knowledge. Not only do we forget 85% of what we learn within one week, but knowledge also doesn’t equal skill. Knowledge doesn’t make us better at actually doing things.  One of the examples I use in THE LEADER HABIT comes from music education: You can take classes on proper piano-playing techniques and watch YouTube videos, but that won’t make you a concert pianist. You must actually touch the keyboard and practice every day. But even more importantly, traditional leadership development fails to take into account the overwhelming influence that habits have on our daily behavior. It assumes that we rationally decide how we behave at work and in life. But research suggests that almost half of our everyday behavior is actually unconscious and automatic. No amount of classroom instruction alone can build effective leadership habits.

 

“What cannot habit accomplish?” -Herman Melville

 

Tell us more about the latest science on learning and the development of the Leader Habit Formula.

Leadership, at its core, is a set of habits. How we interact with coworkers, customers, how we answer the phone, make decisions, plan and delegate work, or empower our employees are all to some degree influenced by habits. Positive habits make us better leaders, while negative habits hinder our performance.  In the research we did for THE LEADER HABIT and for our online leadership training platform, we identified the 22 core leadership skills and the underlying micro-behaviors that effective leaders possess. By associating each micro-behavior with a natural cue and then deliberately practicing this pairing every day for 66 days, anyone can turn these effective leadership behaviors into habits. Once the new habits take root, people perform these effective leadership behaviors automatically, without having to rely on reminders, or even thinking about them. They just happen as seamlessly as making your bed in the morning.

 

“Winning is a habit. Unfortunately, so is losing.” -Vince Lombardi

 

What are some ways to incorporate this science into today’s training programs?

Training professionals should think about what happens after the class or workshop. What will happen with the concepts? How can you help learners turn these concepts into habits, so that they stick? The Leader Habit Formula tells us to distill the main concepts into specific actions or thoughts, associate them with a cue, and then ask learners to practice the pairing once per day for 66 days. For example, if you are teaching leaders how to delegate better, distill the knowledge about effective delegation into one actionable behavior. For example, we found that effective leaders tell employees what to do but not how to do it when they delegate projects and tasks (otherwise it’s micromanagement). Then associate the action with a specific cue, such as when the learner decides to delegate a project or task. And there you have a Leader Habit exercise that anyone can practice: After deciding to delegate a project or task, describe what needs to be accomplished but let the employee figure out how to do it. If the learners practice this exercise for 66 days, they form a new habit and become better at delegating. It’s that simple.

 

“Habit is stronger than reason.” -George Santayana

 

22 Core Skills of Successful Leaders

2 Core Motivators That Impact Our Decisions

2 Core Motivators

You walk into class and take your seat in a large lecture hall. It’s only the second week of law school and your senses remain on heightened alert. You’ve been warned about this particular class. The professor is known as tough. He sees his role as weeding out the students who are smart but cannot make it in the courtroom. Fail his class and you’re out.

Perhaps even more importantly, he runs the class like a courtroom. He will question you as if you were an attorney fighting for your client’s life. You watched what he did to one student in the last class, reducing the student to an emotional mess.

You’re determined not to show weakness. You’ve prepared and studied like never before.

That’s the way I felt during my first year of law school. Some level of fear, I learned, may have its place as a self-motivator. No one wanted to walk into class and look foolish and unprepared. More than pursuing a good grade, it was the fear of public humiliation that drove most students to study and prepare for class.

Whether you want to motivate yourself or others, there are motivators at the core of every action. Knowing what is driving you and others is critically important.

Recently, I saw Greg McEvilly’s talk on motivation. Greg suggests that fear and love are the twin drivers of most actions. Greg is the CEO of KAMMOK, a company that sells outdoor equipment specializing in hammocks. In graduate school, he began to ask questions about motivation and behavior. Why is it that people behave the way they do? Even more important, Greg studied his own actions and thought about the definition of the words love and fear.

 

Love versus Fear

Greg’s definitions:

 

“Love is being other centered with little to no regard for self.” – Greg McEvilly

 

“Fear is being self-centered with little to no regard for others.” –Greg McEvilly