Ques­tions to ask in hir­ing su­per­stars

Sunday Express - - CAREERS & OPPORTUNITIES - Hire su­per­stars and they will get be­hind your vi­sion and make it a re­al­ity.

MORE than any­thing else, hir­ing the right peo­ple can de­ter­mine the des­tiny of your busi­ness. Hire su­per­stars and they’ll get be­hind your vi­sion and make it a re­al­ity.

Hire the wrong peo­ple and you’ll find that as your busi­ness grows, you’ll have a cul­ture of av­er­age per­form­ers who watch the clock and aren’t mo­ti­vated nearly as much as you are.

So, how do you en­sure you hire the right peo­ple? Ask th­ese seven ques­tions: This ques­tion does two things. First, it gives you in­sight into how a can­di­date will ver­balise some­thing they don’t like. Will they talk about the prob­lem and then im­me­di­ately sug­gest a so­lu­tion, or will they tell you that your busi­ness is per­fect when in re­al­ity, it prob­a­bly isn’t? Look for peo­ple who talk five per­cent about the prob­lem and 95 per­cent about the so­lu­tion.

By ask­ing how they’d change what they don’t like, you get a chance to hear how they’d go about solv­ing prob­lems. For ex­am­ple, if they say your cus­tomer ser­vice stinks but can’t sug­gest even a ba­sic idea to fix it, what chance do they have of fix­ing prob­lems when they’re work­ing for you?

Will they just give up and move on to some­thing else? Prob­a­bly.

The best em­ploy­ees solve prob­lems fast and on their own. Pas­sion­ate peo­ple tend to read books or lis­ten to au­dio books to im­prove their skills. Whether the books are spe­cific to a skill such as sales and mar­ket­ing or they’re read­ing a book fo­cused on self-devel­op­ment doesn’t mat­ter, they are all good signs.

If they’re read­ing a fic­tion book and haven’t read an ed­u­ca­tional book for a while, that’s a red flag to me. Su­per­stars are al­ways look­ing to bet­ter them­selves, and the smartest peo­ple I know are al­ways learn­ing and ab­sorb­ing new in­for­ma­tion. Again, this sur­faces their prob­lem solv­ing and cre­ative think­ing skills or lack thereof. Did they have a thought­ful ap­proach to solv­ing the prob­lem or did they pass it on to some­one else? This gives you in­sight into what makes them tick and also lets you as­sess how they de­fine suc­cess. If, for ex­am­ple, they worked at their pre­vi­ous com­pany for 12 years and their big­gest ac­com­plish­ment was beat­ing their sales tar­get in a sin­gle quar­ter, they may not be a su­per­star.

On the other hand, if they were Peo­ple who play team sports such as bas­ket­ball, soc­cer and row­ing are driven, fo­cused on achiev­ing goals and phys­i­cally fit, which helps keep their mind in peak con­di­tion. Gen­er­ally, they will also be great com­mu­ni­ca­tors, cope well un­der pres­sure and per­form well dur­ing team events. Bal­ance is an im­por­tant part of suc­cess, and I’ve found that su­per­stars strive to do well in most, if not all, ar­eas of their life in­clud­ing phys­i­cal fit­ness, re­la­tion­ships con­tri­bu­tion and learn­ing.

As an ex­am­ple, if some­one hits the gym three days a week, vol­un­teers on Satur­days and is learn­ing how to play the pi­ano “just for fun,” then it’s fair to say they value achieve­ment, goal set­ting and are con­tin­u­ally look­ing to im­prove them­selves. This will trans­late into their job.

— En­ter­preneur

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