How many times have you heard this when talking with an experienced coach or consultant. You say: 1.My department is not making quotas. I’ve provided training. I motivate. What am I doing wrong?
2.My marketing department head does good work, but alienates her employees. What am I doing wrong?
3.How come Adam’s department is running so smoothly, and Maribeth’s isn’t? What am I doing wrong?
4.How come I can’t motivate this employee? What am I doing wrong?
They say: [As you watch
wheels turning as they think over all they know and all they’ve seen, and keep going back to root cause] It starts with selection process.
As president’s advisor had signs placed around saying, “It’s still economy, stupid,” we should all have signs placed around our office saying, “It starts with selection process, stupid.”
I’m not fond of use of word ‘stupid,’ however it makes a point here. Our folklore is full of wisdom of ages:
·You can’t make a silk purse out of a sow’s ear.
·You can’t spin gold out of straw.
·You can’t put a round peg in a square whole.
·All hunting in world won’t produce game if there aren’t any there in first place.
·You can’t teach a pig to sing. You will frustrate yourself and greatly annoy pig.
If you’ve chosen wrong person in first place, there isn’t much you can do. No, Chester, not even YOU.
Therefore, you will save yourself great frustration time and money if you choose right person for job in first place.
Let’s go back to this selection process and look at some of things you can do to insure a better “fit” in first place.
THE JOB DESCRIPTION
Yes, you need a job description. I’ve never seen a good one, but you need one. This will cover rudiments – basic requirements, and this is easy part.
You will know what credentials, training, skills and academic degrees candidate needs. Then do check list and you’re ready for hard part.
THE PERSONALITY
Next, I suggest you take a look at sort of personality you need to have in position. The personality of person you’re looking for will be determined by requirements of position itself, and then by people this person will be working under, and with.
Take time to think this through and write it out. For instance, I was talking with someone other day whose company consists of three “chiefs” and they are about to hire their first “Indian” (support person). He was intent on certain traits for job, but was going in wrong direction. People often overlook that most important trait in a support person is “willingness to help.” Get someone with a helpful disposition.
In this case, it takes a special personality to answer to three bosses. It’s stressful. The person must be both centered and patient. They have to have a strong enough personality to insist bosses establish priorities among themselves, and patience to work this through (because they won’t), and to be able to switch tasks on a moment’s notice. They need flexibility and resilience.
How do you assess for this? One way is in interview. You can look for an easy disposition by their behaviors with you. Irritability and complacence show in facial gestures, in tone of voice, in speed of speech and movements. Work with a coach to learn more about reading nonverbal communication.
You can also assess from StrengthsFinder® profile (see below). Someone with Command for a strength doesn’t like to be given orders and is not a good choice for a support position, unless you like to ride a bucking bronco.
Another trait to look for is introversion and extraversion. Extraverts derive energy from other people, while people drain introvert. Consider demands of job, and hire accordingly. Keep in mind, though, that it has a lot to do with being in control of flow of people. Introverts, surprisingly, can make some of best salespeople.
Keep in mind that people take jobs for money, not because they’d be good at it, or enjoy it, or be able to tolerate its stress, i.e., they apply for jobs they are unsuited for.
