Building a leadership team is a combination of hard work, trial and error, serendipity and process.
To a degree these seem to contradict each other, but they are part and parcel of the challenges that we go through as we (make mistakes/succeed) when we source, interview, evaluate, negotiate, hire and on-board senior people who ultimately will become partners in business.
One common thread throughout the hiring process is that it is, at its core, a sales transaction. You are selling the candidate and they are selling you. And selling involves uncovering needs!!!
I can’t tell you how many times I’ve sat in on interviews where the hiring executive comes away feeling that they’ve done a great job of explaining the company and the opportunity. Yet, when checking with the candidate there is a ton of uncertainty as to how the company’s values, culture, potential etc. match with their needs.
What’s also surprising is how an individual level within Maslow’s hierarchy can shift in a heartbeat while in the midst of the hiring process. One moment your perception of the leader or the company is on a pedestal. After a few unanswered phone calls, unexpected delays in the process for seemingly no reason or a shift in the tone of interaction your level of comfort with the company and the opportunity can drop like a stone.
It’s absolutely critical that both parties be as honest and consistent as they can to allow the relationship to develop.
Here are some universal needs to consider:
Here are some secondary needs that you might be able to provide:
Regardless of how you prove that you’re special, your biggest challenge is being consistent and communicating regularly. By being forthright and following up with your commitments (or letting them know why you can’t), you’re in the top 20%.
If you want to know how you’re really doing in your leadership and hiring efforts as an organization check out Brightlights Peoplescope offering.