Because personnel decisions are critical to an organization’s success, the hiring process demands great managerial discernment. Last month, I introduced the “Building the Perfect Team” series by describing what a “smart” hire looks like. Since—as conscientious managers—we want to do things the right way, now I’d like to talk about bringing on the “right” people. These are individuals who integrate to form the kind of high-performing, cohesive, and pleasant team you love to be around.
So, who are the “right” people?
I look for self-motivated workers. It should go without saying that a strong work ethic is a prized value. But this doesn’t mean someone that’s chained to a desk or fits the workaholic profile. To me, the right person is the one striving to be engaged 100% in their tasks and interpersonal communications during work hours. Self-motivated workers are proactive workers and look to improve their shortcomings and gaps. That’s the measure of dedication I’m seeking.
I look for people that understand the team concept. Anyone that’s participated in team sports understands this well. The principles of unity on the field, court, and rink are similar to those of the office. The right workers understand that everyone has a role that contributes to the overall mission. People that buy in to the team concept grasp accountability and have each other’s backs. Aspirations for personal excellence and progress are good but should always align within the context of the team.
I look for people that have, what I would call, a combination of agreeable characteristics—team players that are concerned, compassionate, and respectful. In short, they’re
nice
people! My years of managerial experience have taught me that there’s no need to trade
nice
for
successful
. That’s a false dichotomy. The state of the work environment correlates greatly to the best—and most human—attributes of its team. The value of people that genuinely care for one another cannot be overestimated.
There’s an inherent role of leadership that comes with a manager’s position. And, of course, leadership entails a certain amount of authority. When that authority includes the hiring of personnel, your decisions carry significant weight. Make sure to use your influence wisely! It will greatly affect the all-important culture of your workplace. By hiring the “right” people, your organization is constructing and maintaining a healthy and productive atmosphere.
Next month, I’ll tell you why the third part of “Building the Perfect Team” requires bringing on
emotionally intelligent
people.
