Talent is the most important asset in any company, and the most successful leaders know it.
In a new LinkedIn series titled "How I Hire," more than 80 top executives — including billionaire Richard Branson, former Bank of America exec Sally Krawcheck, and Warby Parker's Neil Blumenthal — break down the core of their hiring philosophies.
Although these entrepreneurs and business leaders have stepped outside of the day-to-day process of hiring, they still spend a lot of time thinking about the sort of people they want on board.
A common theme? Resumes and qualifications are less important than they seem. These leaders also look for passion, and seek people with unusual experience that can add something new. In other words, you can have the wrong resume, but still be right for a job.
Virgin Chairman Richard Branson: Hire for personality first, and look at qualifications last.
Personality is the key. It is not something that always comes out in interview – people can be shy. But you have to trust your judgement. If you have got a slightly introverted person with a great personality, use your experience to pull it out of them. It is easier with an extrovert, but be wary of people becoming overexcited in the pressure of interviews.
You can learn most jobs extremely quickly once you are thrown in the deep end. Within three months you can usually know the ins and outs of a role. If you are satisfied with the personality, then look at experience and expertise. Find people with transferable skills – you need team players who can pitch in and try their hand at all sorts of different jobs. While specialists are sometimes necessary, versatility should not be underestimated.
Some managers get hung up on qualifications. I only look at them after everything else. If somebody has five degrees and more A grades than you can fit on one side of paper, it doesn’t necessarily mean they are the right person for the job. Great grades count for nothing if they aren’t partnered with broad-ranging experience and a winning personality.
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Sallie Krawcheck: Look for people who make you somewhat uncomfortable.
I don’t look to put the best person in the job. Instead I look to put the best team together ... and that can be a very different exercise.
.... Greater diversity of thought, perspective and background has been shown to lead to greater innovation and superior financial results. So, when I hire for a management team, I try to avoid hiring all point guards.
This means that I look for people who make me somewhat uncomfortable. I look for people who are different from me, who hold different views than I do, who have different areas of expertise than I do. I look for people from whom I learn in the interview. I look for people with qualities and backgrounds that are additive to — rather than the same as — the rest of the team. Hiring in this way may make the workplace less “comfortable” for the team, but that is exactly the point.
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Executive Recruiter Jim Citrin: If your company is in trouble, go with an outsider at the top.
When companies are in a crisis or need of a fundamental strategic shift, outsiders turn out to have a greater likelihood of achieving top performance than insiders. This too makes sense as outsiders by definition represent change, are not beholden to a culture or strategy that led to trouble in the first place, can question assumptions that have long been taken as givens, can bring sorely needed new skills, and can act as a catalyst for ambitious change.
As Microsoft and other companies consider their leadership succession, they would do well to keep the following two principles in mind:
The same person can be a raging success in one situation and an abject failure in another. Therefore the most important consideration in hiring is diagnosing the situation, assessing what is required for success, and then finding the best match for the circumstances.
If the situation calls for a leader from the outside, understand that the best executives will require some combination of “push” and “pull” to make the move.
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