Why You Should Hire That Person Even Though They May Intimidate You: 6 Reasons to Hire That Executive or Manager

The wheels of industry and production turn at a much rapider rate of speed then they did 20 years ago

. The old practices of recruiting, interviewing and offering a position to someone, unfortunately, are much slower to revise. Any business today has to remain flexible and dynamic to endure and grow. So how do you obtain and retain top managerial and executive talent in a down economy? You have to truly focus on the reasons the candidate is sitting across from you and what they bring to the table.

1. Do you think the candidate you're interviewing could easily do your job with a little training? Hire them at once! The modern worker is not likely to work at the same, single job through to retirement, and why would you want them to? Are you offering enough incentive to retain great talent for a lifetime? Probably you aren't. If your goal is to drive your organization forward into the future, you should be hiring people smarter than you who can continue to innovate and implement change, then you should empower them with the resources and trust to effect change throughout your organization. By doing so, they'll feel valued. The problem is, though, that many people in positions of power act more from a place of insecurity than confidence. They're afraid that the bright young star may outshine them. True leaders recognize that they don't need to know every detail and have the spotlight constantly shining on them. The key to success is to hire and empower a good team. As they shine so too will their leader who will also receive praise for assembling such a fantastic group of people who "get it done." Your goal should be to hire leaders. They likely won't be taking your job, because they aren't carbon copies of you. Instead, as the company grows under your leadership, you'll both be rewarded.

2. Does the candidate represent technology you don't fully understand? If the technology they seem to understand is represented by a bunch of acronyms and phrases you don't understand like: SEO, CFM, .NET, SAS, SaaS, SQL, eCRM and P2P, while you still have difficulty importing a flat file into a spreadsheet, you may want to hire them as soon as possible to offset your technology deficiencies. As the "Captain" of your branch of the company, you should be hiring the "engineers" who can keep your company afloat at top speed. To get a gauge as to whether the person really will fit in, ask him/her to explain some of the technologies as they view them relating to the job. This will give you a clear idea of how well they truly understand the technologies they espouse to, how well they can explain the technologies to you and what impact the technologies could really have on your business. Overcome your ego and ask the tough questions which begin with "Help me to understand" and "Forgive me for not being very technologically savvy, but could you explain" The answers and insights might inspire you.

3. Is your company expanding, retracting or maintaining? At any given moment your company is doing one of those three things. While most people would like to believe that they're always charging forward, true leaders recognize that large organizations are engaged in all three activities at any given moment with any given project. The more energy you have directed at expansion, the fewer resources you have at your disposal in leaner times when you're retracting or desperately trying to maintain profits and clients. When you're struggling to maintain or wrestling with downsizing, you likely aren't too focused on innovation and expansion. You may want to be maintaining profits and researching new revenue streams instead of acquiring smaller businesses and ramping up production. Be honest with yourself so you know you're hiring the right person.

Scrutinize their resume or Curriculum Vitae and determine how much of an innovator they appear to be. Were they moving their previous employer forward or maintaining the status quo? Did they innovate or did they operate systems that were handed to them? Which type of worker are you looking for? How much of the work do you think the candidate did versus the team the candidate was a part of? If you're hiring an internal bookkeeper you may not want someone who is a fiscal wizard. A simple bean counter fresh out of college might do. Be cautious though, because if you are looking for a fiscal wizard to take your company public in the IPO of the century, if you haven't really assessed their experiences on paper you could be hiring a person who is really taking credit for someone else's hard work.

4. Are you willing to pay up? As "Captain" of your company you know the cardinal rule of profit is keeping costs down. Still, in a down economy human resources and fantastic talent can be had at bargain basement prices. Ask yourself if this is a person you think you'd like to maintain in the organization over a long haul. If you lowball them too much, you'll leave a bitter taste in their mouth which you won't be able to cleanse away later with a flood of praise, pay raises or bonuses. Employees still crave company loyalty. It's what drives them to succeed and put in long hours for you. Without a sense of your support and faith from the start, they'll be out the door to the first opportunity they find. Do negotiate a bargain for yourself but make sure they have a clear vision of how you will reward their success if they end up being the perfect fit for your company, then follow through with your promises. Even though good talent can be found cheaply, you'll pay more and take a bigger loss if you bring someone in, let them get to speed and then they leave you flat.

5. Why did they leave where they are to come to your doorstep? Why a person left or is thinking about leaving a company is still one of the best indicators of what they can do for you. In a down economy with over 10% unemployment, more people are holding on to their seats than getting up and walking. Sometimes bad business decisions beyond a person's control forced them onto the market. Don't hold the candidate to blame; instead, ask them what their company might have done differently to prevent their having to let them go. Their answer will reveal how well they really understand the business and industry, and you'll look brilliant for giving them a platform to voice their concerns. If the candidate is already employed when they meet with you are they crazy? Probably not. Companies are restructuring daily and with that type of rapid redeployment of resources utopian jobs can swiftly become a purgatory. That candidate across the table from you could really be a visionary who sees his current company on a downward spiral. There are still plenty of people staying close to the life rafts. Does this mean they'll be the first to jump ship on you when times get tough? Not necessarily. Ask questions that will provide you an understanding of how their work and experiences are tied to the success of the company. "What kind of work environment do you thrive in and why?" "Why are you thinking of jumping ships midstream? What do you think we offer that your current employer doesn't?" Don't accept a simple "looking for increased challenges" answer. Drill deep. A candidate whose company culture changed is still rearing and chomping at the bit. Imagine what unleashing them in your company might do.

That candidate might have an area of vast knowledge regarding Electronic Customer Relationship Management, which isn't really apparent from the two pages describing their work experience and education. People typically do not rise to power with a single set of skills. Really dynamic leaders have a vast array of experiences where they have been successful. The broader and more divergent the careers where the candidate was successful the more likely they are to bring a wide array of tools to your company. Get beyond the resume or Curriculum Vitae which the candidate tailored to your job description. Understand who they are, what drives them and where they've been successful. Understanding this may help you to hire the person who can lead your company to greater successes.

6. Don't waste the time of good people? If you're not sure about your own funding or direction don't waste the time interviewing people for positions you may only be lukewarm about filling. Opportunity knocks only once, and while you can drive candidates to your door, you can't keep the real talent hanging around while you drag your heels making a decision on the direction of your company. They won't come back at bargain prices, either. At management and executive levels the sub-networks are strong. Word about how you snubbed someone will come back to haunt you. If the economic future of the company depends on the leadership skills and knowledge of the candidate you are interviewing you might want to have a frank discussion about the challenging realities facing your industry. You don't have to tell them all the dire details of your business, but you can discuss the challenges facing your sector couched within the economic woes of consumers impacting company profits. Glean from the candidate what they might do to stoke the fires. These are non-traditional times. Make sure the job description reflects your company goals. Don't be afraid to setup a phone "chat" as a preliminary "get to know you," before even considering an interview. Above all else, if you don't hire a person, call them and be frank with them if you think you might want to draw upon their talents later. Most people will hide behind a rejection letter, but truly successful leaders are not afraid of telling a candidate they opted to go in a different direction. The fear is that the candidate will tit for tat try to argue their way to the position, but the reality is that truly qualified people aren't that shaken by a simple rejection. You'll also get a good picture of the candidate's emotional maturity and ability to deal with loss. Loss, like profit, is intrinsically linked to any business. How people deal with it is critical information you typically won't know until they experience it.

So as you strategically structure your company to recover from a staggering economy, don't be afraid to hire the right people to key roles in your organization. Remember, you should be hiring talented and nimble leaders who are going to roll right along with your dynamic organization and implement changes which will keep your business thriving. The worst thing you can do is hire a person to a job where you truly have no intention of letting them grow or you're unclear of the real direction you're company is moving. They will quickly become frustrated and move on at the first opportunity. Know what you want in your manager or executive and hire with confidence.

Why You Should Hire That Person Even Though They May Intimidate You: 6 Reasons to Hire That Executive or Manager

By: Shawn Mann

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