Key Takeaways
1. Who, Not What: The Key to Business Success
The most important decisions that businesspeople make are not what decisions, but who decisions.
People drive success. In business, the who (the people you hire) is far more critical than the what (strategies, products, or processes). A-grade talent can solve any what problem, but even the best strategies fail with subpar talent. This principle applies across all levels of an organization, from entry-level positions to C-suite executives.
Costly mistakes. Hiring mistakes are expensive, often costing up to 15 times an employee's base salary in lost productivity and resources. With a typical hiring success rate of only 50%, businesses waste significant time and money on poor hires. However, these mistakes are preventable with the right approach.
A systematic approach. The "ghSMART A Method for Hiring" provides a structured framework to consistently identify and hire A Players – individuals who have a 90% chance of achieving a set of outcomes that only the top 10% of possible candidates could achieve. This method involves four key steps: Scorecard, Source, Select, and Sell.
2. The Scorecard: Blueprint for Defining A Players
Scorecards are your blueprint for success.
Define success clearly. A scorecard is a document that precisely outlines what you want a person to accomplish in a role. Unlike a traditional job description, it focuses on outcomes and competencies that define excellent performance. This clarity helps both in hiring and in subsequent performance evaluations.
Key components:
- Mission: A brief statement of the job's core purpose
- Outcomes: 3-8 specific, measurable results to be achieved
- Competencies: Skills and behaviors required for success, including cultural fit
Strategic alignment. Scorecards should directly link to your business strategy, translating high-level goals into role-specific expectations. This ensures that every hire contributes directly to the company's objectives and maintains cultural alignment.
3. Sourcing: Generating a Flow of Top Talent
I am constantly on the hunt for talented people to bring into my company.
Proactive talent acquisition. Successful leaders consistently source candidates, not just when positions open up. This ongoing process ensures a steady flow of high-quality candidates and reduces time-to-hire when needs arise.
Key sourcing strategies:
- Referrals from professional and personal networks
- Employee referrals (with incentives)
- Deputizing "friends of the firm"
- Strategic use of external recruiters and researchers
Systematic approach. Implement a system to capture and follow up with potential candidates regularly. Dedicate time each week to nurture these relationships, even when you're not actively hiring.
4. The Who Interview: Uncovering Patterns of Success
The patterns become clearer and clearer, so it becomes easy to get a fix on exactly what the individual's strengths and weaknesses are today.
Chronological deep dive. The Who Interview involves a thorough, chronological walk-through of a candidate's career history. This structured approach reveals patterns of behavior and performance that are highly predictive of future success.
Key questions for each role:
- What were you hired to do?
- What accomplishments are you most proud of?
- What were some low points during that job?
- Who were the people you worked with?
- Why did you leave that job?
Data-driven insights. This interview format provides a wealth of specific examples and context, allowing interviewers to make informed decisions based on a candidate's track record rather than gut feelings or rehearsed responses.
5. Focused and Reference Interviews: Digging Deeper
Don't skip the references!
Targeted inquiry. Focused interviews allow team members to delve into specific areas of the scorecard, gathering additional information about a candidate's fit for the role and culture. This multi-perspective approach enhances decision-making quality.
Thorough reference checks. Conduct at least seven reference interviews, including bosses, peers, and subordinates. Use a structured approach similar to the Who Interview, focusing on the candidate's strengths, areas for improvement, and overall performance.
Key reference interview questions:
- How did you work with the person?
- What are the person's biggest strengths?
- What are the person's biggest areas for improvement?
- How would you rate their overall performance on a 1-10 scale?
- The person mentioned that you might say X about them. Can you tell me more about that?
6. Selling the Opportunity: The Five F's Framework
You've got to do whatever it takes when you are sure you have identified the right person.
Candidate-centric approach. Once you've identified an A Player, shift your focus to selling them on the opportunity. Address their key motivations and concerns throughout the hiring process.
The Five F's of selling:
- Fit: Align the role with the candidate's goals, strengths, and values
- Family: Address broader life considerations and potential relocations
- Freedom: Emphasize autonomy and decision-making authority
- Fortune: Discuss financial stability and upside potential
- Fun: Highlight the work environment and team dynamics
Persistent pursuit. Don't give up after the first "no." Continue to engage top candidates, addressing their concerns and demonstrating the value of joining your organization.
7. Building and Leading an A Player Team
The difference between an A and a B CEO produces an order of magnitude difference in the return.
Elevate team performance. Building a team of A Players dramatically increases organizational performance and value creation. Contrary to concerns about ego clashes, well-defined roles and a strong culture enable A Players to work together effectively.
Continuous improvement:
- Make talent a top priority, dedicating significant time to people-related decisions
- Implement the A Method consistently across all hiring and promotion decisions
- Train your team on best practices and remove barriers to successful implementation
- Recognize and reward those who build strong teams, while addressing those who resist change
Beyond hiring. Apply the principles of the A Method to development, promotions, and succession planning. This ensures a pipeline of talent ready to take on future challenges and maintains a high-performing organization over time.
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FAQ
What's "Who: The A Method for Hiring" about?
- Focus on 'Who' Decisions: The book emphasizes that the most critical decisions in business are about who you hire, not what strategies you implement.
- Hiring Methodology: It introduces the A Method for Hiring, a structured approach to identifying and hiring A Players, or top talent, for your organization.
- Four-Step Process: The method consists of four steps: Scorecard, Source, Select, and Sell, each designed to improve hiring success rates.
- Research-Based Insights: The book is based on extensive research, including interviews with successful CEOs and a large-scale study conducted with the University of Chicago.
Why should I read "Who: The A Method for Hiring"?
- Improve Hiring Success: The book provides a proven method to increase your hiring success rate, which can significantly impact your organization's performance.
- Practical Advice: It offers actionable steps and real-world examples, making it easy to implement the strategies in your own hiring processes.
- Expert Insights: Learn from the experiences and insights of over 80 successful business leaders and industry experts.
- Career Advancement: Understanding and applying the A Method can enhance your career by helping you build stronger teams and achieve better results.
What are the key takeaways of "Who: The A Method for Hiring"?
- Importance of 'Who' Decisions: Prioritize hiring the right people over focusing solely on strategies and processes.
- Structured Hiring Process: Follow the A Method's four steps—Scorecard, Source, Select, and Sell—to systematically hire A Players.
- Avoid Voodoo Hiring: The book identifies and advises against common ineffective hiring practices, termed as "voodoo hiring methods."
- Cultural Fit Matters: Ensure candidates align with your organization's culture to prevent hiring mistakes and improve team dynamics.
What is the A Method for Hiring?
- Scorecard: Create a detailed scorecard that outlines the mission, outcomes, and competencies required for the role.
- Source: Develop a proactive sourcing strategy to generate a flow of high-quality candidates.
- Select: Use structured interviews to gather relevant data and assess candidates against the scorecard.
- Sell: Persuade top candidates to join your team by addressing their concerns and highlighting the benefits of the role.
How does the Scorecard work in the A Method?
- Mission Statement: Define the core purpose of the job in a clear and concise mission statement.
- Outcomes: List specific, measurable outcomes that the candidate must achieve to be considered successful in the role.
- Competencies: Identify the skills and behaviors necessary for achieving the outcomes and fitting into the company culture.
- Alignment: Ensure the scorecard aligns with the organization's strategy and is communicated to all relevant parties.
What are the common "voodoo hiring methods" to avoid?
- Art Critic: Relying on gut instinct to judge candidates, which is often inaccurate.
- The Sponge: Letting everyone interview the candidate without a coordinated approach, leading to superficial assessments.
- The Suitor: Spending more time selling the job to the candidate than assessing their fit for the role.
- The Fortune-Teller: Asking hypothetical questions that don't predict actual job performance.
How do you conduct a Who Interview?
- Chronological Walk-Through: Conduct a detailed, chronological interview of the candidate's career history.
- Five Key Questions: Ask about what they were hired to do, their accomplishments, low points, people they worked with, and why they left each job.
- Patterns and Data: Look for patterns in their career that align with the scorecard and indicate potential success in the role.
- Structured Approach: Use a consistent set of questions to ensure a comprehensive understanding of the candidate's background.
What is the importance of cultural fit in hiring?
- Organizational Alignment: Ensure candidates share the company's values and can thrive in its culture.
- Avoiding Misfits: Cultural misfits can lead to poor performance and high turnover, even if the candidate is otherwise talented.
- Long-Term Success: Employees who fit well culturally are more likely to be engaged, productive, and committed to the organization.
- Evaluation Process: Include cultural competencies in the scorecard and assess them during interviews.
How do you effectively sell a candidate on joining your company?
- Five F's of Selling: Address Fit, Family, Freedom, Fortune, and Fun to persuade candidates to join.
- Personalized Approach: Tailor your selling strategy to the candidate's specific needs and concerns.
- Continuous Engagement: Maintain communication and address any hesitations from the candidate or their family.
- Onboarding Support: Ensure a smooth transition and integration into the company to solidify their commitment.
What are the best quotes from "Who: The A Method for Hiring" and what do they mean?
- "Who is your number-one problem. Not what." This quote emphasizes the importance of focusing on hiring the right people rather than solely on strategies or processes.
- "In business, you are who you hire." It highlights that the success of a business is largely determined by the quality of its employees.
- "The difference between an A and a B CEO produces an order of magnitude difference in the return." This underscores the significant impact that hiring top talent can have on a company's performance.
- "The A Method for Hiring is simple. The A Method works." This reinforces the effectiveness and practicality of the hiring method presented in the book.
How can the A Method for Hiring impact my organization?
- Increased Productivity: Hiring A Players leads to higher productivity and better business outcomes.
- Reduced Turnover: A structured hiring process reduces the likelihood of hiring mistakes and turnover.
- Stronger Teams: Building a team of A Players enhances collaboration and innovation within the organization.
- Competitive Advantage: Organizations with top talent are better positioned to outperform competitors and adapt to market changes.
What research supports the A Method for Hiring?
- Extensive Interviews: The book is based on interviews with over 80 successful business leaders, including billionaires and CEOs.
- University of Chicago Study: A large-scale study conducted with the University of Chicago analyzed the traits of successful CEOs and their impact on financial performance.
- Practical Application: The method has been tested and refined through years of consulting work with thousands of managers and organizations.
- Real-World Success Stories: The book includes numerous examples of companies that have successfully implemented the A Method and achieved significant results.
Review Summary
"Who" is praised as an excellent guide for hiring top talent, offering a structured four-step process: Scorecard, Source, Select, and Sell. Many readers find it practical and insightful, particularly for executive hiring. The book emphasizes defining clear job outcomes, thorough candidate screening, and effective interviewing techniques. Some criticize it as padded and potentially biased, while others view it as essential reading for managers. Overall, reviewers appreciate its concise, actionable advice, though some feel it could be condensed further.
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