Please Don't Skip Step 6

Whether you are hiring an entry level accounting clerk or a CEO, there is a step that is too vital to neglect. The reference check.

It is “Step 6” in my workshop “The 7 Must-do Steps in the Hiring Process” and the step that I find many companies overlook.

In my retained search practice, this step gets my undivided attention. I have found that all too often though, especially when the fit seems to be perfect, companies skip this step or rush through it because they don’t have the resources or think it is not important.

I know it is tempting to skip or rush through this step when you have an empty chair and are anxious to get the new hire on board. But ultimately, this step is too vital to be considered a “nice to have.” In my workshop, I urge clients to remember the old adage, “marry in haste, repent in leisure.” That applies to hiring as well.

Why check references? First, the reference check is where you verify the information that you gleamed during the interview. When done correctly, the reference should enable you to confirm not only that the person did what they said they did, but as important, it should help you to understand how they did it. Understanding that last piece will help you to be more successful in matching the candidate to your culture.

To verify every aspect of what you discussed with the candidate during the interviews, you should get as much of a 360 degree view of that person as you can—talk to peers, former managers and, if applicable, former direct reports.

What are you looking for in those conversations beyond what and how the candidate did the job? You are looking for consistency. Did the candidate make a similar impression? Did the candidate have a consistent temperament and style? Does each reference explain the same event in a similar way? Consistency is a sign of accuracy.

Recognizing both the importance of the reference checks and the obstacles that keep companies from completing these checks in-house, I began to offer reference checking for companies as part of my "unbundled services" . The very first set of references that I conducted for a non-profit organization involved checking the references for three closely-ranked finalists for the position of Executive Director of the non-profit. The Board had not done reference checks in the past due to limited resources, but they really wanted to get this one right and they realized the step was essential.

Two of the three candidates submitted references that I knew would provide a 360 degree view. One of the candidates provided a list that I considered suspect since it failed to include people to whom the candidate had reported. I went back to the candidate and obtained more pertinent references (clue: the list that the candidate provides is the beginning of the “check”).

I completed three calls to references provided by that third candidate and uncovered some discrepancies during those calls. I then conducted some research on my own and I identified another person who would have known that candidate (but not someone provided in the original list from the candidate). That call uncovered a serious issue----and explained why there were inconsistencies from the other references. The candidate was eliminated and a potentially costly error was avoided.

The situation that I described above doesn’t happen often, but if you are the one doing the hiring, you know that once is too often. So I encourage you to take the time to complete “Step 6” and conduct a thorough reference check for every hire.

Make Note of These Posts

I recently read posts on two different Blogs (both are great to follow if you aren't already doing so Your Sabbatical and Great Leadership by Dan). The first post from Dan's site is about a new study by Deloitte that indicates that companies are expected to increase leadership and management training. The second post from Your Sabbatical blog proves that Deloitte has actually taken their own study to heart by rolling out two sabbatical programs.

You owe it to yourself to read about the study---and to get into action like Deloitte has done--whether it is a Sabbatical program (no secret that I am a big fan of sabbaticals), leadership development training or any other investment in your people that will give you a tool for attracting and retaining great people and therby having a competive advantage post-recession.

Interviewing Tip--Be More Like Barbara Walters

There are many books out about the "perfect interview" questions, but I think you will improve your skills in this area if you simply try to be more like Barbara Walters.

Her interviews are conversations. She gets people to open up, to reveal their true selves because they don't feel like she is firing questions at them (even though she is). They relax and simply engage in the discussion with her. That discussion is organic—one response leads to Barbara taking a path to another topic that you sense was not pre-planned, but was rather inspired by the dialog. This seemingly casual, yet very organic process, consistently results in a meaningful and insightful discussion.

I say “seemingly casual,” because I believe that Barbara enters into her interviews like a good interviewer enters into a discussion with a candidate. Not with a full list of pre-planned questions, but with a discussion plan that is based on the candidate's resume, their experience, and the qualities and characteristics that will enable that candidate to be successful in the new role. When entering a discussion with this broader outline rather than with a script of questions, you, like Barbara, will more likely discover the essence of the person. You will not only learn what they have done in their career, but equally important, you will discover why and how they did it.

One more important piece of the equation—in having a conversation versus an inquisition, you are more likely to discover (through the enthusiasm in their voice tone, for example) where the candidate's true passions lie.

And when the candidate's passion aligns with your opportunity—you have found an exceptional match.

Follow-up on Sabbaticals

There are more and more articles, posts, etc. on Sabbaticals.  Check out this article from the NY TImes (thanks Elizabeth for sharing this in your LinkedIn Group--yourSabbatical).

http://www.linkedin.com/redirect?url=http%3A%2F%2Ftinyurl%2Ecom%2Fdfmew5&urlhash=3wfB&_t=disc_detail_link

Elizabeth Pagano and Your Sabbatical

I recently had lunch in Atlanta with Elizabeth Pagano (www.yoursabbatical.com) co-founder along with her mother Barbara Pagano, of Your Sabbatical. These two ladies know a thing or two about sabbaticals having undertaken a life changing one themselves.  You can read all about it here:  http://yoursabbatical.com/people/my-sabbatical/

I came away with many wonderful insights from Elizabeth---including two very timely ones that I want to share with both  employers and employees.

One of the hardest things about the recession for any employer is having to let someone go.  While the immediate pain is hard enough-----the long-term pain is even worse.  In my search practice, my clients retain me to find the perfect match for their vacancy--the perfect skill set, the perfect attitude and the perfect match for their corporate culture.  So when they have to let that person go, they already know how hard it will be to replace them once the economy turns around (and really now, regardless of all the headlines---we know it will).  But Elizabeth and her company provide the perfect solution---a win-win solution.  What if you could offer your people a sabbatical (partially paid or unpaid) during this economic crunch time?  What if they could renew themselves, freshen their skills and be ready to return reinvigorated, grateful and ready to help you grow now that they have had a chance to do so?  

Or, they could walk out the door with the proverbial "pink slip" and perhaps end up at your competitor when the tide turns.

And for those of you who are worried about gaps on your resume, I suggest you visit Elizabeth's Blog post for some inspiration(http://yoursabbatical.com/blog/2009/03/08/resumes-turning-employment-gaps-into-sabbaticals/).  I couldn't agree more with her premise--turning employment gaps into sabbaticals. I think everyone in transition should reframe the time as a “sabbatical” ---- a time used for renewal and study.  While I know most of you hope for the shortest of sabbaticals---if you frame it as one no matter how long it is, it adds another purpose to your time----an intentional purpose. 

Thank you Elizabeth and Barbara for offering a fresh and innovative approach just when we need it most.

The One Resume Tip You Need

I am always asked about what resume format is best, how long a resume should be, how much work history should be included.  In short, it seems that most of the time when I am asked about resumes, it is all about format, but I think that is the least important ingredient to make your resume stand out in a crowd.  

War and Peace was a mightly long book---- but it was widely read and respected.  The Gettysburg Address was short and powerful and still studied today.  And there were plenty of books of varying lengths in between those two that were barely opened.  Why----because it is really about content.

So the answer to make sure your resume stands out is to focus on content.  It is really fairly simple:  When you write your resume, just be sure that it clearly tells the story of how you made a difference for every employer and how you left your unique mark on each position.  How do you do that?  I suggest you write the story of your career---as if you were writing your journal. Write about the highlights---where you solved problems, challenged the status quo, mentored and grew your people.  Write it all out-----then create bullet points for your resume that will best convey that story. 

Go over every bullet point and reread every entry and make sure that the take-away for the reader is that you have something completely unique to offer-----that what you do and how you do it cannot be done by anyone else in quite the same way and with quite the same impact.  Now, you'll stand out whether it is short or long, chronological or any other format.  Because substance is what matters---always.

A Leadership Approach: Write it Forward.

The movie “Pay it Forward” stuck with me for many reasons, including the fact that it was applicable to so many areas of life----including career.  Reflecting on that, it occurs to me that it can be applied to pre-scripting your resume.

I typically talk to candidates who never expected my call and were not actively looking for a new position. They usually request time to “update their resume”, which means adding bullet points to delineate what they have accomplished.  While usually tied to their company and departmental objectives, they are not always as deliberate as they could be.

What if you made those bullet points at the beginning of a new job or now as we are at the beginning of this new year?  What if you decided ahead of time what impact you would like to make, how you would lead and what your team would accomplish under your leadership, what legacy you would leave and what you would want to tell about your contribution?   When you “write it forward” you are stating your intentions and then living into them every day.  It’s personal, it’s powerful, and it means that your accomplishments are under your control, not just a by product of what opportunities happened to show up for you.  Try it.

Lessons from Coach Pat Summitt

I am a very big fan of college basketball AND a very big fan of the younger generation that has recently entered the workplace. 

For those of you who are not fans of college basketball, let me tell you a little bit about Pat Summit. Her stats since she became the coach of the Lady Vols’, Tennessee’s basketball team, are astounding:  18 NCAA Final Fours, 27-for-27 reaching the NCAA “sweet 16”, 14 Southeast Conference regular season titles in 27 years, and this week she is expected to win her 1,000 game.  Her overall career record:  998-186.

By any standard, you would have to acknowledge that she knows how to get the most out of her players.  In a recent interview published in USA Today, she revealed something that I believe all managers can learn from.

In the USA Today article (Tuesday, January 27, 2009 edition), her assistant coach for the past 24 years noted that Coach Summitt has changed her coaching style in the last several years, noting that Ms. Summitt’s style used to be “my way or the highway”  but “it’s a different way of motivating today’s kid----she’s adjusted to it”.

Pat herself describes her confrontations with her team members now as “informed challenges”.  In fact, her team members are given personality tests and they meet with sports psychologists so that Ms. Summit knows how to approach each individual to bring out the best in them. 

I have to believe that it wasn’t easy for her to move away from her old command and control mode to her new way of coaching, but I also have to give her a big pat on the back for adapting to the new generation.  It is paying off----her winning streak continues.

Every day I talk to senior leaders who are frustrated with the new generation that they find themselves leading.  Most of the time, their lament is the same one that we heard from our parent’s and from our parent’s parent----why can’t they be like us----why can’t they bring the same work ethic---and on and on. 

The next time you find yourself thinking that way---stop for a minute---think about Pat Summitt----after 27 years she doesn’t ask why----she just makes adjustments.  And guess what----it is paying off as she chalks up win number 1,000 and counting.

On-Boarding and the Game of Monopoly

Do you remember when you first played the game of Monopoly.  You opened up the box, took out the pieces----a top hat, paper money of many denominations, a pair of dice, cards with various instructions, deeds to properties and on and on.  Staring at the myriad of pieces, the exact way to play the game wasn’t immediately intuitive.  Then, you turned over the box top and read the directions, and within minutes you were setting up the game, rolling the dice and you were on your way.  Sure, it took a few games to figure out the best strategy to amass your fortune, but you were well on your way in the right direction once you read the inside of the box. 

Now, if you bought the game at a flea market without the box top, you could eventually figure out how to play the game---but it would take a lot longer.  You may also miss some of the nuances that the box top would have explained and you might leave some of the pieces out because you didn’t know exactly what they were for, but you would be able to play it in some way, albeit not exactly as intended.

That is a very simple way to look at what on-boarding is.  It is a coaching process designed to give the newly hired executive the “box top” with the instructions for success in his or her new role.  Having this guide enables the executive to accelerate their success in the new company.  Sure, without that guidance, an intelligent, highly qualified and well-matched executive would eventually figure it all out------but why not start with the “box-top” and compress the assimilation time.

 

Statistics indicate that 40% of leaders going into new roles fail within the first 18      months.  Even when the candidate has been carefully screened and brings the requisite skills, experience, strengths, has the right motivation, and is a good fit for the culture, there can be failure.  On-boarding can give your newest hire an edge to help keep them from becoming part of that statistic.  That’s why every candidate we place receives the services of a specifically matched coach.  We believe that accelerated success serves everyone best.

www.sageexecutivesearch.com