One of the most important functions a General Manager has is talent acquisition. Retaining that talent is another topic, but let’s focus on getting the right people through the doors in the first place.
My mentors have afforded me the opportunity to sit in all the chairs around the store and work those respective jobs (with the exception of technician – you don’t want me changing your oil, trust me). That perspective helped me understand the whole operation before becoming a GM and allowed me to see how all the pieces fit together.
So when hiring to fill openings around the store, one of my goals is to find people who are smarter than me and put them in that role. I admit that I wasn’t the greatest at whatever job I was doing, so I needed to attract someone to the role who is smarter. Not only does that make that position stronger but it makes the team stronger as a whole as well.
I know there are some managers out there who will not do this out of fear, ego or whatever insecurities are nagging them, but I don’t agree with the practice. If I’m the smartest person in the room, I need to get up and find another room!
So how do I go about finding these people?
- In the interview process, I tell them the current state of operations and what successes/challenges we are having. Give the applicant a chance to immerse themselves in what they might be signing up for. Don’t sugarcoat it or try to hide anything. It won’t do any good anyway because they’re going to find out if they join the team.
- Ask questions about their personal experience in the industry (if they have any) and how they overcame particular challenges. See if they’ve run into anything similar to our situation. If they’re from outside the industry, maybe they had something happen in their past that is applicable.
- Ask how they would approach the role if given the opportunity. I liken it to a painter on a blank canvas. See what ideas pop into their head and how they express them. Admittedly, some people aren’t great at this because the interview process and structure can be stressful and intimidating. If they’re having trouble coming up with something, I tell them to think about it and get back to me later via phone or email. Sometimes removing them from the situation and giving them time to think is helpful.
After some back and forth, I usually can trust my gut and instincts to see if this person is a fit or not. Of course, I’m not the only one to interview them, but once the department head(s) and I touch base and compare notes on our separate interviews, usually we come to a conclusion one way or another.
My best hires have been people who were better than me at their particular jobs. I want to have salespeople who are better than I was on the floor, managers who are better at that particular job than I was, etc. Then when I get those people together in the same room (my Monday morning staple), I can harness the collective brainpower (or mastermind, if you will) to make our organization successful.
I don’t want a bunch of “yes men” (or women) surrounding me. If they don’t challenge me on my thinking, how are we ever going to improve? Plus, I don’t take it personally when they have a better way of doing things. Who cares whose idea it was if it works? Give credit where credit is due and move on. And if the idea fails, it’s my fault anyway as leader of the organization.
If you’re willing to overcome your own ego and hire people smarter than you, I promise you won’t regret it!
What experience have you had in finding talent? What qualities are you looking for in your people?
Make it a great day!
Dan
