Ponder this for a moment: Of all the new hires in the upcoming 18 months, 46 percent are expected to underperform.
They may receive unfavorable performance evaluations, face disciplinary actions, or even get terminated, as noted by Mark Murphy, the writer of Hiring for Attitude. Even more astonishing, a staggering 89 percent of those who do not succeed will falter due to attitudinal issues, including a lack of coachability, emotional intelligence, motivation, and temperament.
Now, reflect on the statement made by Sony Corp. co-founder Akio Morita: “Regardless of how talented or successful you are, the fate of your business and its future lies with the individuals you hire.” While investors, partners, and customers are crucial, nothing is feasible without the right team. Leadership author Jim Collins famously remarked, “Vision without great people is irrelevant.”
The people who are nearest to you have the largest influence on your level of success. Therefore, the decisions you make regarding hiring are among the most pivotal that a leader can face. Today, let’s delve into strategies for identifying exceptional talent for your organization.
Unfortunately, sourcing outstanding talent can be quite challenging. Too often, the focus is on merely filling an open position rather than seeking the optimal candidate. Furthermore, a person may have the necessary skills while lacking the correct mindset to thrive within your organization. Evaluating education and experience is often simpler than assessing attitude and mindset, but it is possible. Firms such as Southwest Airlines, Facebook, and Four Seasons Hotels and Resorts have implemented rigorous hiring methodologies, recognizing that their personnel can be their greatest asset or biggest liability.
For example, Southwest Airlines promotes the principle, “Hire for attitude, train for skill.” Leaders within the organization assert that this philosophy has contributed significantly to their achievements. Gary Kelly, the president and CEO, claims, “We take immense pride in selecting the right individuals and invest considerable effort into doing so. The how and why of our operations, our ‘secret sauce,’ is encapsulated in our most valuable asset—our people.”
Similarly, at Four Seasons, candidates undergo a minimum of four interviews so that managers can identify individuals most likely to develop within the organization and provide exceptional customer service. Prospective employees at Facebook engage not just with potential supervisors but also with team members to assess cultural fit.
So how can you spot and recruit individuals with the right attitude?
1. Analyze your current workforce, both high and low performers. Identify the strengths exemplified by your top performers and the weaknesses exhibited by your most challenging employees. You are likely to uncover distinct behavioral patterns. Utilize these insights to craft a comprehensive understanding of the type of individuals you do (and do not) wish to have on your team.
2. Seek a values alignment. Shared values are essential. While promoting independent thought and diversity in certain contexts is important, it is even more crucial to clearly define your organization’s values and bring on candidates who align with those ideals.
3. Evaluate their emotional resilience. Leadership often invites criticism and the necessity for resilience in the face of adversity. An aspiring leader should exhibit mental fortitude. While I do not desire a harsh leader, I do look for someone who is realistic, acknowledges challenges, and is prepared to take responsibility for their choices.
In interviews, inquire about past instances where candidates managed frustration, disappointment, and difficult interactions with colleagues. Pay attention to how they have been shaped by experiences or how prior feedback has influenced their leadership approach. The capacity to accept critique and evolve based on such feedback is a vital trait for adept leaders.
4. Watch their interpersonal skills. Seek indicators of authentic compassion and concern for others within your candidates. Past behaviors are the best predictors of future actions.
Furthermore, observe candidates as they interact with people around them, whether it be in the lobby, with your assistant, or with restaurant staff—anyone they might view as “beneath” them. As you observe them, ideally in various settings, ask yourself:
- Do they value others?
- Do they comprehend human dynamics?
- Can they form harmonious relationships?
- Will people willingly follow their guidance?
5. Understand their motivations. I seek leaders who are driven to uplift others, not merely themselves. Therefore, the first question I pose to potential leaders is, “What motivates you to lead others?” An honest response will expose their underlying intentions.
Self-serving leaders might ask, “What can others do for me?” whereas servant leaders inquire, “What can I do for others?” Those possessing the right mindset prioritize the team’s and company’s interests over personal gain, as their leadership purpose extends beyond the role they occupy.
I recently heard someone remark, “Investing time and effort in making a good hire is far less costly than dealing with a bad firing.” Identifying individuals equipped with the right attitude and compatibility—not just impressive credentials—requires a thorough and demanding hiring process from the start. While it may extend your recruitment timeline, it will likely save you both time and costs in the future.
