Tag archive for "executive coach"

by Bill, Leadership

Leadership Means Making Hard Decisions

No Comments 29 October 2014

HardChoicesAheadSignRecently, after a New York City-based physician returning from treating patients in Africa turned up with the Ebola virus (after having also traveled the streets of New York), and a nurse returning from similar duty seemed to evidence precursor symptoms of the disease, the governors of New York and New Jersey both reached decisions to involuntarily quarantine those deemed to pose a risk to the population.

At the urging of generals and military families alike, U.S. Secretary of Defense Chuck Hagel has drawn a somewhat firmer line, announcing that, for the near term, military personnel stationed in Africa will (not might) be quarantined for twenty-one days before returning home.

The howls from the media, medical professionals, and others have reached, dare I say, a fevered pitch, and that’s okay. We’re all entitled by the Constitution to voice our opinions. There are two things we need to understand, though:

  1. Our rights as individuals end at the tip of our neighbor’s nose, lip, ear, what have you. I have every right to say what I want and to risk my own life, but that right doesn’t extend to shouting “Fire!” in a crowded theater or imposing my risk on my neighbor, let alone an entire population. Those rights that we enjoy come with certain responsibilities.
  2. Whether in the workplace, government, or military, leaders bear the burden of making decisions that impact both individual and collective rights. That’s what they are appointed and get paid to do. Sometimes we like those decisions and sometimes we don’t.

For those of us who hold a leadership role, formally appointed or otherwise, I will submit that we have at least three obligations with respect to our decision making:

  1. To actually make the decision. Those who would follow us need to know that when a decision is required, we will actually make one. Making no decision is in itself a decision, and almost always the wrong one.
  2. Our decisions should be timely. Perhaps the 2nd greatest failing in our decision-making (next to not making a decision at all) is deferring the decision until it’s too late. In his book, My American Journey,  Gen. Colin Powell advocates against waiting until you have all the information: “Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired. Once the information is in the 40 to 70% range, go with your gut.” In other words, don’t wait until you reach the end of your runway to take off.
  3. Utilize an appropriate fact-gathering process, then make your decision(s) on the basis of what you genuinely believe to be the right thing to do, NOT  what is popular, politically correct, or aimed at pissing off the fewest people. In the aforementioned book, Gen. Powell’s 18th precept is that, “Command is lonely.” Yes it is, General… yes it is.

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A pathfinder in the arena of leadership and employee engagement Bill Catlette is an Executive Coach, Advisor to Management, Conference Speaker, and Business & Workplace Author. He helps leaders connect the dots between People, Passion, Performance and Profit, hone their leadership skills, and achieve demonstrably better outcomes. For more information about Bill, his partner Richard Hadden, and their work, visit their website, or follow them on Twitter @ContentedCows.

 

by Bill, Management

Getting Beyond the Rehearsed Blather in Recruiting

No Comments 11 August 2014

Last week I had a short, informal coaching conversation with an experienced, level 2 retail manager. Soon to be involved with staffing a new store, he was concerned about the recruiting process, and the fact that many candidates today show up with their promotional blather fairly well rehearsed, and a modicum of experience with behaviorally-anchored interview techniques. “I’m concerned”, he said, “that some of them are so well rehearsed that my BS meter may not go off, and I’ll wind up hiring a couple of bozos.”

I asked what, aside from character (e.g., the ability to reliably tell the difference between the company’s stuff and personal possessions) were the three greatest critical success factors he was seeking. His answers, in no particular order, were:

1. A self-starter – someone who sees what needs to be done and doesn’t wait to be told what to do.

2. Someone who, regardless of chronological age, is an adult. They show up prepared, don’t take more than their share of the oxygen in the room, and clean up their messes.

3. Someone who plays nice with others – it’s not always about them. They notice others,  listen, smile, care, and say thank you.

The rest, he said, he could teach them. I offered him four suggestions:

1. After a paper (resume or application) screening, begin the interview process via phone. It’s more convenient for both parties, and allows you to efficiently verify a sufficient community of mutual interest before getting dressed up.

2. Keep doing the behaviorally-based interviews, but listen more and a lot harder. In my experience, even seasoned recruiters do too much talking in interviews, consuming as much as seventy percent of the available time. The more unprepared they are, the more they talk. They don’t allow dead space (silence), which frequently prompts a job candidate to expand on a previous answer, or volunteer other information. Allow more time between interviews to give yourself time to finish your note-taking and reflect, before preparing for the next interview.

3. Build some simple “tests” into the interview process. I’m fond of leaving a gum wrapper or other small piece of trash on the floor in the doorway to my office – something the applicant will literally have to step over. Do they stop and pick it up, or ignore it? I suggested that he instruct applicants to show up for the interview, fully prepared, as if they were going to work a shift that day. His company doesn’t furnish uniforms, and it would be very easy for an applicant to stop in a store and ascertain the dress code prior to the interview, and then comply with it. And, as an additional way of checking preparedness, I suggested that he have someone call the applicant’s cell phone during the interview – to verify that it’s off, and to observe their behavior if it isn’t.

4. Finally, with respect to playing nice with others, I suggested that candidates who are still “green lighted” go to lunch with a group of three or four people who would potentially be their peers. It affords each party to examine the other in a different context.

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A pathfinder in the arena of leadership and employee engagement Bill Catlette is an Executive Coach, Advisor to Management, Conference Speaker, and Business & Workplace Author. He helps leaders connect the dots between People, Passion, Performance and Profit, hone their leadership skills, and achieve demonstrably better outcomes. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow them on Twitter.

by Bill, by Richard, Leadership

What Are YOU Expecting?

2 Comments 09 June 2014

Before the World Cup soccer games even start, U.S. men’s head coach, Jurgen Klinsmann has apparently relegated his team to loser status, in what has been termed a “brutally honest and realistic assessment of their chances.” According to Coach Klinsmann, “We cannot win the World Cup because we are not at that level yet.”

Really? Really?! The 1980 U.S. Men’s Olympic ice hockey team wasn’t considered by many to be at that level either, but I’m fairly sure their coach, Herb Brooks didn’t point that out to them, and the “Miracle on Ice”  happened. That team was a long shot as well, but they won anyhow. Why? Because they prepared to win, they believed they could win (nobody in the same uniform was telling them otherwise), and because they let their play and the scoreboard, not the oddsmakers, determine the outcome.

Whether in sports, life, or, more relevant to this forum – business and the workspace, one of the essential characteristics of good leaders is that they are optimists, period. They don’t get up in the morning, consult the handicap sheets, and then determine whether they’re going to be optimistic that day. They know that they are going to give their best effort, they expect the same from those around them, and believe that as a result, good things will happen. You get what you expect to get. What are YOU expecting?

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A pathfinder in the arena of leadership and employee engagement Bill Catlette is an Executive Coach, Advisor to Management, Conference Speaker, and Business & Workplace Author. He helps leaders connect the dots between People, Passion, Performance and Profit, hone their leadership skills, and achieve demonstrably better outcomes. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow them on Twitter.

by Bill, by Richard, Leadership, Management

Shoot. Move. Communicate. Management Lesson from the New York Times

No Comments 19 May 2014

Beginning in boot camp, the Army embeds a short, three word mantra in its soldiers: Shoot. Move. Communicate. Within the confines of both military (absolutely), and business settings (metaphorically), that precept makes impeccably good sense. Get some licks in on the enemy or competition, defend yourself while maintaining the element of surprise, and let your troops and supporters know what you’re doing, how it’s going, and what you need from them.

It doesn’t stop there, though. Smart leaders, like smart soldiers pay careful attention to where and how much of these three elements they are employing in a given scenario. For example, sometimes it makes sense to keep your powder dry.

This is a concept that NY Times publisher and chairman Arthur Sulzberger is apparently still adjusting to. Last week, he shot (specifically, he fired the paper’s Executive Editor, Jill Abramson). He moved (as in on, by promoting Dean Baquet to replace Ms. Abramson). And then he communicated (not content to simply announce her departure, he publicly went into detail as to the fault he found with her job performance).

Mr. Sulzberger may have been entirely correct on the first two decisions, but the third one is a complete non-starter, and it will cost him, even if the damage is limited to his reputation. Ostensibly, the exact reasons for the termination had already been reviewed with the paper’s board, to wit no one else needed to know his justification for the decision. Further, it’s important to realize that right now the paper’s remaining 3500 or so employees are spending copious quantities of time and energy wondering if that’s how they would be treated if they were the ones in the cross-hairs. As a consequence, we can be pretty well assured that there isn’t a lot of good writing and reporting going on at the Times this week.

There is never (repeat, never) a good reason to disparage someone on their way out the door, even if your comments are factual. That is advice that your attorney, your HR staff, and PR pro would all likely agree with.

Instead, Mr. Sulzberger would have been far better off simply announcing the management change, thanking Ms. Abramson for her service, and wishing her well… end of story. Or, as our mommas taught us at a young age, “If you don’t have something nice to say…”

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A pathfinder in the arena of leadership and employee engagement Bill Catlette is an Executive Coach, Advisor to Management, Conference Speaker, and Business & Workplace Author. He helps leaders connect the dots between People, Passion, Performance and Profit, hone their leadership skills, and achieve demonstrably better outcomes. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow them on Twitter.

by Bill, Management

Be As Judicious About Adding Headcount at Work as You Are at Home

No Comments 27 March 2014

By many measures, the U.S. economy is in spring-like mode, pushing up new green shoots and showing greater signs of vitality. Consumer confidence is up. Ditto for hotel occupancies and rates, manufacturing output (yes, we still make stuff here, e.g., Shinola.com), and corporate profits. Have you noticed the stock market? And, dare I say, hiring shows signs of strengthening.

 

On that last point, I’m going to go a little counter-cyclical with the advice. Hire ‘em if you need ‘em, but hire slowly and thoughtfully, for two reasons:

  1. The decision as to who does and does not wind up on an organization’s payroll is arguably the single most important decision any manager has to make. The differences between slugs, stars, and misfits are many, they are usually predictable, and they inevitably wind up in the laps of coworkers, customers, and shareholders alike. So take the time to use a robust, thoughtful selection process. Remember, there are no mulligans in this game.
  2. Unless you just don’t care about your reputation as a place to work, hiring thoughtfully also means being just as sure as you can be that the need for this person isn’t going to go away any time soon. If any reasonable doubt does exist, our advice is to hold off on hiring pending better visibility, and opt for stretching existing resources via overtime or contractors. The damage that occurs to your employment brand from bingeing and purging is considerable, and again, it’s preventable.

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  A pathfinder in the arena of leadership and employee engagement, Bill Catlette is a seminar leader, keynote speaker, and executive coach. He helps individuals and organizations improve business outcomes by having a focused, engaged, capably led workforce. He is co-author of the Contented Cows leadership book series, and Rebooting Leadership. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow them on Twitter.

 

by Bill, by Richard, Leadership, Management

Three Things You Can Do to Help Your Team Perform Like a Champion

No Comments 24 March 2014

climbing-mountainAs an executive coach, part of my job is to help clients learn from and avoid getting their own version of some of the scars on my back. One of those scars came at an early age. As a young, 20-something leader I did my best to ensure that my team had its share of talent, a firm grasp of our mission and priorities, and as much preparation as we could arrange. We performed at a consistently good, but not great level.

 

In retrospect, I was unknowingly limiting our progress by playing too tight, playing not to lose, specifically, not to lose my job. As a result, I wasn’t having much fun at work, and the people around me weren’t either. And then a day came when my boss took me out to lunch, and when we finished, we were really finished, with only one of us still having his job.

 

After some reflection and getting a new job (a better one), I realized that getting fired wasn’t the worst thing in the world, and resolved to double up on my self-awareness, and loosen the necktie just a bit going forward. As a result, some things changed in my approach to being a leader, and our results got better, a lot better.

 

I really hadn’t thought much about that episode in my life until recently when I read an article written by Michael David Smith about Seattle Seahawks coach, Pete Carroll. In the interview, Coach Carroll said, “It really took me getting fired a couple times, getting kicked in the butt, to get to where I am now.” In case you missed Super Bowl 2014, where Coach Carroll is right now is a pretty good spot.

 

It would have been hard for anyone watching Super Bowl 2014 not to notice that, though the players on both sides of the field were immensely talented and well coached, Carroll’s players, from the very start, were playing the game a little looser, and visibly having more fun.

 

Indeed, the Bronco’s jitters showed early when the Seahawks scored on the very first play from scrimmage after Denver’s center prematurely snapped the ball over Peyton Manning’s head. Before they knew it, the Broncos were down heavy, and the game was out of hand.

 

Okay, so how does this translate for the average, non-NFL manager who is simply trying to get the wash out every day? Here are three things to keep in mind:

 

1.     You’ve got to manage you before you can hope to lead others.  And that starts with you being an optimist, keeping some fun in the game, and making sure that your players aren’t slowed down by fear (yours or their own). A Chinese proverb suggests that, “A man without a smile must not open a shop.” That applies just as much to the role of a leader as it does a shopkeeper. People will not follow a sour, grumpy pessimist for long. After being told by a client many years ago that I needed to smile a little more, I’ve made it a habit, particularly on days that I know are likely to be stressful, to wear a rubber band on my wrist as a private reminder to smile. It works. (I guess it’s not private any more, though.)

 

2.     Be “the iron.” It has been said that it’s not the mountains we have to climb, but the grains of sand in our shoes that keep us from doing our best. That axiom is certainly true in the workplace. Our jobs as leaders involve spending time removing the impediments from the path of our team, making sure they have the tools, the processes, the wherewithal to do their very best work each day, every day. My co-author and business partner, Richard Hadden likens that to the effect that a hot iron has on a wrinkled shirt, as he advises leaders to, “be the iron.”

 

3.     Let people know that you care about them, not just as players or cogs in the wheel, but as real, pulsating human beings. You don’t have to become buddies, in fact, it’s better that you don’t, but you can still demonstrate in lots of ways, some large, but mostly small, that you care about them. Start by taking an interest in them, what’s important to them, what their goals, aspirations, and fears are. In order to do this, it is vital to listen, really listen. One tip that works for me is, when talking with someone, to make careful note of their eye color, and then, in real time, “read” the words coming off their lips. If I’m doing that, it’s much harder to engage in what I call the opposite of listening, which is waiting to talk, while formatting what I’m going to say next.

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  A pathfinder in the arena of leadership and employee engagement, Bill Catlette is a seminar leader, keynote speaker, and executive coach. He helps individuals and organizations improve business outcomes by having a focused, engaged, capably led workforce. He is co-author of the Contented Cows leadership book series, and Rebooting Leadership. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow them on Twitter.

 

by Bill, Leadership, Management

Bad Apples

No Comments 03 March 2014

bad-apple-smallRecently, in preparation for a long, 1200-mile road trip (nasty winter weather coupled with living in a high airfare market causes one to do things like that), I shopped for juice, fruit, and bottled water to take along as car snacks. While picking through the bin of Honeycrisp apples, I couldn’t help but notice that commingled with my objets du desir were some Red Delicious and McIntosh apples, together with bruised and indeed rotting Honeycrisps. Not wanting to spend time sorting the grocer’s fruit, I grabbed two Honeycrisps and moved on, rather than searching for more.

Not unlike my experience in the market, our customers come into contact every day with the efforts (or lack thereof) of mis-sorted, burned out, and mistakenly hired workers. As leaders, the quicker we can identify and deal with those situations, the better it is for all concerned.

We’ve all heard the saying that, “one bad apple can spoil the whole bunch.”  There’s actually underlying truth to that statement. An apple that has been dropped or otherwise damaged gives off ethylene gas, which poses a risk to nearby fruit, thus reducing its desirable properties and shelf life. They may not give off prodigious quantities of ethylene gas, but workers who, by virtue of pace, preference, or behavior don’t fit the organization are equally toxic, and need to be removed. To those who might think that sounds rather cold and callous, I would submit that it is considerably more inconsiderate to ignore such a situation, and perpetuate the damage over a longer period. Indeed, the damage that accretes to that person’s coworkers, not to mention customers and your reputation as a leader are incalculable.

Sometime this week, I would encourage you to ask yourself the following questions, and then act upon the outcome.

  1. Who are my three best people?
  2. Why do each of them stay with me, and with this organization?
  3. Conversely, do I have anyone who clearly doesn’t belong here?

Hopefully, each of these questions will result in a meaningful conversation with the affected employees. In one case you’ll be asking how we can do more of what keeps the person here, and what impediments to their progress might be removed from their path. In the other, you’ll be admitting a problem that each of you knows about, and resolving to correct it before another week passes.

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A pathfinder in the arena of leadership and employee engagement, Bill Catlette is a seminar leader, keynote speaker, and executive coach. He helps individuals and organizations improve business outcomes by having a focused, engaged, capably led workforce. He is co-author of the Contented Cows leadership book series, and Rebooting Leadership. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow him on Twitter at http://twitter.com/ContentedCows

 

 

Avoiding Burnout, by Bill, Management

Working With Admin. Assistants to Really Amp Your Effectiveness

No Comments 15 January 2014

With the advent of cell phones, sophisticated voice messaging systems, scheduling software, and widespread word processing capability, the footprint of administrative assistants (AA’s) in the workplace has shrunk considerably over the last dozen or so years. This has been aided and abetted by the desire to cut every last dime of assailable cost from the corporate budget.

 

It is rare indeed today for a first or second level manager to have dedicated administrative support. Those at the director and VP level usually find themselves widely sharing AA’s, with personal assistants generally confined to the senior ranks.

 

The net result? In the main, I would suggest that we have been penny wise and pound foolish. The mere fact that virtually every manager today complains righteously of feeling as if their lips are strapped to an information fire hose is but one sign of the price being paid. But I digress, that is not the point of this piece. Rather, I’d like to focus on the wiser use of AA’s by those who are fortunate enough to have such services available to them.

 

 

Not unlike a marriage in one’s personal life, achieving a productive, mutually beneficial relationship with an Administrative Assistant takes time, work, and most of all, trust. Lest there be any doubt, it’s worth it. A dedicated, full-on professional AA can do more to lighten your load, remove impediments, warn you of unseen risks, and advance your career more than anything I can think of.

 

Here are six things you can and should be doing if you really want to reap the rewards of this very special relationship.

 

1.     Hire carefully.  Looking for an AA is not quite a search for a soul mate, but it’s close. Find someone who is smart enough to understand the intricacies of your job; whose strengths offset your weaknesses, someone you can confide in, someone who will tell you the truth, and who will be a terrific “front door” to your office. Look for a problem solver with good interpersonal skills – someone who can get things done without pulling out the “evil boss assistant” club.

 

2.     Invest considerably in making sure they understand (really understand) the company’s business and your role in it.

 

3.     Share your goals and aspirations with one other.

 

4.     Spend time with them daily, whether in person or by phone or videoconference. Probably 70% of that time should involve you listening to them.

 

5.     Vest considerable responsibility in them. Share output from important meetings (involve them directly if you can), give them control (or at least heavy influence) of your calendar, and seek their input on decisions. Encourage them to let you know when you’re about to ‘step in it’, or already have, and thank them for it.

 

6.     Pay them. Fight even harder for their money than you do your own, and come bonus time, don’t forget who helped you earn it.

 

 

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A pathfinder in the arena of leadership and employee engagement, Bill Catlette is a seminar leader, keynote speaker, and executive coach. He helps individuals and organizations improve business outcomes by having a focused, engaged, capably led workforce. He is co-author of the Contented Cows leadership book series, and Rebooting Leadership. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow him on Twitter at http://twitter.com/ContentedCows

 

 

Avoiding Burnout, by Bill, Leadership, Management

Go Ask Your People

2 Comments 12 January 2014

One of the traps that newly appointed managers at any level commonly fall into is in believing that, to be worthy of their job title and pay check, they must have at the ready the solution to every problem, and the answer to every question. I’m speaking from experience. I’ve been there. As a young, 20-something manager, I spent a couple of years choking on the self-imposed burden of instantly and unilaterally producing the correct response to every issue that arose. Fortunately for me, that was in an era when the pace of the game was about one-tenth what it is today.

 

 

Indeed, this trap often becomes the downfall of those who don’t realize quickly enough that appointment to a position of leadership does not (repeat, does NOT) mean that they have the market cornered on brains and ability, or that they are responsible for doing all the thinking. Anything but.

 

 

To be sure, we are paid to anticipate problems, to solve them, and to fill information voids, but the burden of leadership seldom (if ever) mandates that we be the sole source provider of knowledge or solutions. Some suggestions:

 

 

1.     Go ask your people. If you’ve done even a moderately good job of staffing, there are people on your team, and others within your network who are smarter than you, and who probably have a much better view of the situation. Ask for their ideas, and then have the good sense to listen, both to what they are saying and what they aren’t saying. Bill Marriott, whose name is over the door of a lot of our favorite hotels is fond of saying that the four most important words in any manager’s vocabulary are, “What do you think?”

 

2.     You get paid to think. As reflected in chapter 6 of our book, Rebooting Leadership, good leaders make it a point to carve out thinking time (you read that correctly) in the course of their day. There is simply too much stuff coming over the transom on a daily basis for managers to do otherwise. As writer William S. Burroughs was known to have said, “Your mind will answer most questions if you learn to relax and wait for the answer.”  Our advice is that you carve out a half-hour (more if you can) of dedicated thinking time in the most focused part of your day. Try it for a couple of weeks. We don’t think you will regret it.

 

3.     Some fires need to burn themselves out. As a former baseball player, youth-league coach, and student of the game, I learned fairly early on that enthusiastically swinging at every pitch is a quick path to exactly one place – a seat back on the bench after an unproductive turn at bat. The same holds true for managers.  Above all else, we must be vicious masters of our time, priorities, and resources, and we can’t do that if we’re swinging at everything that comes into view. Some of the opportunities and indeed some (perhaps many) of the problems that come our way are best dealt with by leaving them alone. Let them burn themselves out or find another rightful owner. To be sure, once in awhile you’ll guess wrong on these and find it necessary to go back and put out what has become a bigger fire, but it is still the better option.

 

 

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A pathfinder in the arena of leadership and employee engagement, Bill Catlette is a seminar leader, keynote speaker, and executive coach. He helps individuals and organizations improve business outcomes by having a focused, engaged, capably led workforce. He is co-author of the Contented Cows leadership book series, and Rebooting Leadership. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow him on Twitter at http://twitter.com/ContentedCows

 

by Bill, Management

When Recruiting, Consider the Size of a Person’s Motor

No Comments 21 November 2013

streetcar-desireIn the earliest days of FedEx (or Federal Express as it was then known), I had two duties as an HR manager that occupied the lion’s share of my time… (1) Finding copious quantities of people (the right people) sufficient to maintain a near vertical growth curve, and (2) trying to get them paid before their patience with our little merry band wore out.

     Second things first. Due to a dearth of cash, and a relatively unsophisticated infrastructure (all the money was going to support revenue systems), new workers often went four or five weeks before seeing their first paychecks. It was neither deliberate nor funny, but at the time we joked about this being the FedEx version of a new hire probationary policy. If you made it thru the first month or so, we would finally get around to paying you.

     More to the point of this post, the first (and larger) focus of my attention involved seeing to it that my staff and I successfully recruited several dozen (or more) new teammates every week. Most were hired for Cargo Handler (package schlepper) or Courier (pickup and delivery) positions that were (and still are) the very heart of the company.

     After watching this process play out with hundreds of thousands of applicants and tens of thousands of new hires, I was left with some clear and distinct impressions. None of them were novel, or even new, but they were powerful. The most powerful by far was the absolute connection between a person’s desire to do the work and their ultimate success. Thinking back over that ten-year period, I can recall case after case where a nominally qualified applicant became an unqualified success with us due chiefly to their desire, the size of their heart. Yes, they were ‘qualified’ in the traditional sense, but desire was the super-qualifier.

     My reason for bringing it up now is this: Modern resume templates and recruiting software have no ability to express or detect desire, or measure the size of someone’s motor. Moreover, recruiters (and by extension their software) are primarily disposed toward ruling applicants in the initial search stages out of consideration based on an absence of linkage with select key words and phrases that are used as absolute search criteria. Hence, too often, the DNA of desire is left out of the picture.

     Don’t get me wrong. I am not (repeat, not) anti technology. In fact, I tend to be an early adopter. That said, every time I experience bland, lethargic, or indifferent service, which is pretty often, I wonder if the deliverer of that service didn’t have the heart to be there in the first place, or perhaps an uncaring management has daily poured cold water on that flame.

     Some suggestions:

  1. Do not let your applicant tracking system or other recruiting software be the only means by which an applicant is rejected from consideration. Just as the gold miners on the Discovery Channel’s Gold Rush series occasionally re-run the ‘tailings’ from their sort process, do the same with your resume intake.
  2. Get personally involved with applicants earlier in the process. Yes, I know this puts extra demand on your time, but it is worth it. One way of accomplishing this is by doing group screening interviews, or inserting a telephone screening earlier in the process. Spread that extra effort by involving managers and those who aspire to leadership roles to a greater degree in the process
  3. Stop the ridiculous policy of rejecting as unqualified or unworthy those who are out of work. Contrary to popular belief in some recruiter circles, there is still a lot of talent and desire practically begging to get in the game.
  4. Take some chances with people who are minimally qualified, but evidence a clear penchant for learning, and a warrior spirit. I’ll bet you dinner that more often than not, they will work out.

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A pathfinder in the arena of leadership and employee engagement, Bill Catlette is a seminar leader, keynote speaker, and executive coach. He helps individuals and organizations improve business outcomes by having a focused, engaged, capably led workforce. He is co-author of the Contented Cows leadership book series, and Rebooting Leadership. For more information about Bill, his partner Richard Hadden, and their work, please visit their website, or follow him on Twitter at http://twitter.com/ContentedCows

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