What Nobody Told You About Becoming a Manager/Leader

Of the many millennial clients I coach, at least 80% of them aspire for managerial positions after completing 6 to 7 years of work experience. While it is definitely an exciting and exhilarating experience with opportunities to grow and learn, it is not without its challenging and stressful moments. There would be situations that would frustrate you so much so that you miss your glorious and carefree days of being an individual contributor! Managers by their role definition, represent their team before their management and vice versa. Being the mediator is never easy, and managerial positions are by far the most stressful roles one can take on in a corporate setup.

As a first-time manager, I was aware of what I assumed were my expected roles and responsibilities. The first three years were a revelation. There were so many aspects and challenges that nobody told me about. There were days I used to dread Mondays and then there were days I felt like going back to an individual contributor role!

Here are some truths I have attempted to list down, with a few tips on how to deal with these challenges. Some are based on personal experience while others are based on experiences shared by other managers/leaders during our coaching and other discussions.

Fact #1: You are constantly being judged

Like a laboratory specimen, you are constantly under scrutiny. While there are a few who would encourage you, the sad reality is there are many who would love to see you fail. Being a first-time manager, you are likely to make mistakes. These mistakes would be blown out of proportion or used against you.

The one way you could ensure you have more support from your team and your supervisor is to constantly communicate and share your decisions. Admit your mistakes, however do not feel shy about expressing your accomplishments no matter how small they may appear to you. Provide regular updates and most of all – make sure you are highly visible and build a strong rapport with your team, your peers, and your supervisor.

Fact #2: You cannot take people at face value

Our corporate system still follows the age-old hierarchical process where the manager’s verdict holds more than 70% weightage in the employee’s performance rating. Naturally you will fall prey to office politics. The introverts and the shy ones might fall behind while the louder ones will be more successful in attempting to influence you. Some would flatter you while others would pretend to be on their best behaviour when you are around. Being new, you might want to implement new ideas. You may find many Yes-men (or women) agreeing with you. The flipside is, the others who see you succumb to the manipulation would feel disillusioned and become easily influenced by your detractors.

You will have to find a way to have objective yet personalized one-to-one interactions with everyone reporting to you. You will eventually be able to see an emerging political pattern. While it would be tempting to rely on those who seem to be your ardent supporters, it is important that you also focus on those who appear withdrawn during meetings and discussions. If it isn’t already implemented in your organization, you might want to consult your HR department on whether you could conduct an anonymous feedback survey within your team to help them voice their concerns or observations about you. It is never easy hearing negative things about oneself, but you have to bite the bullet if you want your team fully supporting you.

Fact #3: You have to put up with whiners and naysayers

This is perhaps the most unpleasant aspect of being a leader, at least for me. Most of us, (including myself), personally enjoy having team members who bring up counter-arguments to ideas on the table. Healthy opposition and debates, besides building trust within the team, also help in implementing a plan that has everyone’s consensus. It is the whiners and constant complainers who weigh you down with their negativity. A whiner is someone who always has someone to blame for his or her own mistake. Then there are those who resent a new boss and resist any changes proposed. They may not complain, but behave in a passive-aggressive manner that clearly shows their obvious disapproval. Perhaps what is frustrating about them is not the fact that they object to your ideas or suggestions, but that they seem to take everything personally.

You might want to get to know such people and show your willingness to listen to their ideas. Lending an empathetic ear helps – especially for those who might be affected by the changes you implement. However if you find this person constantly against you at every turn, it might help having a heart-to-heart talk with the individual letting him or her know how you need his or her support. You might want to let the person vent their views and listen with an open mind. At the best you might be able to turn around the situation. At the worst, you may have to assertively let them know you are the boss and that much as you appreciate their skills and contribution, you will not put up with negativity. In any case, it is important to keep track of any insubordination and make sure you communicate any warnings to this employee in writing.

Fact #4: You are the bearer of all bad news

Once a manager, you represent the executive leadership and the organization in every way. Be it a performance appraisal review feedback, the sunset of an old technology, organizational changes, or impending layoffs or salary-cuts, you have to be the one communicating unpalatable news in a diplomatic manner. Of course the most difficult job of all is letting people go if the business situation so demands. It would take immense amount of patience, tact, sensitivity, and most of all, compassion in communicating to the people affected by the decision.

Under no circumstances should you ever communicate bad news via email. Always get everyone together and maintain eye contact when you communicate bad news. After the group meeting, set up individual face-to-face meetings to demonstrate your willingness to listen. Your team will never forget the way you handled crisis situations, and you will win their support based on how well you faced the crisis and stood up to your people.

As for performance appraisals, I personally believe in monthly reviews. This ensures that your team is provided goals and a performance update on a regular basis. Also, you get to know how your team responds to your leadership.

Fact #5: You are lonely

Heavy is the head that wears the crown. Lonely is the employee who wears the leadership mantle. Wearing a mask of control and poise at all times can be quite burdensome. You can never get too pally with a team member. Even a harmless lunch with your supervisor or team member could be perceived as political by others. It is even tougher when you get promoted to a managerial position from within the same team. At least in India, it is difficult for people to separate the role from the individual. You can never be too close to people who report into you. You have to maintain a professional balance in your relationship.

It helps tremendously having a leadership mentor or coach on board, who acts as a sounding board for leaders and enables them to confidently deal with challenging situations and behaviours by coaching them on a regular basis. As a manager, you could also form a forum with other similar first-time managers where you could meet together on a monthly basis to discuss and share common areas of concern.

The Importance of Having a Coach on Board

I can never stress enough on the importance of having a mentor or coach who can be the “go to” person for all managers. Having a robust leadership development vision is not enough. It is absolutely critical for growing organizations today to implement a leadership development framework that not only develops and nurtures budding leaders, but also provides them with need-based and timely support to help them learn from the challenges that arise. Today’s leaders also need to be change agents who influence and facilitate major transitions and transformations within the organization by effectively dealing with day-to-day tactical challenges, similar to those listed above. This can be a very tough role to play. Having an experienced leadership mentor and coach on board is no longer a desirable option. It is a vital requirement for today’s organizations if they want to sustain and grow their high potential leadership talent.

Empowering and Engaging Mid-Level Leaders

A few weeks back, I met my friend (who is also a coach) for lunch where we exchanged our coaching experiences. Our topic gradually moved towards increasingly unhappy and discontent employees who also happened to be managers. These weren’t your eager and new managers, or those at the executive level, but the ones caught in the middle. At least over 70% of these managers in question were those who grew up the ranks through their commitment and high performance in their companies. Incidentally, they also happened to be those “loyal” employees who gave some of their best years and (tenure) to their companies. Here are some of the common challenges these middle managers shared during our coaching sessions. (Of course we never share our clients’ information, but only share common observations and statistics.)

“I’m caught in a rut and don’t find my job exciting anymore.”

“I’m the King of Approvals. After being a technical innovator for 10 years, all that I do is check and approve documents.”

“I’m a referee arbitrating petty disputes and conflicts within the team because our communication system sucks.”

“I attend boring meetings where everyone talks but no one decides.”

“I have no power to execute big ideas or make high impactful decisions. I was happier at the trenches. At least I could add value.”

“Change management? I’m the checklist queen! All that I do is follow up, follow up, and more follow up!”

“I am the bearer of bad news. I hate appraisal time!”

“Our top management is busy attending conferences and leadership summits, and has no time for us. Heck! They don’t even share with us what they discussed in those meetings!”

“Help! I’m trapped in a toxic shark infested sea where politics rules!”

We also observed that a majority of these concerns were voiced by people working for large companies with handsome salaries.

The hazy level

According to a recent survey conducted by Forbes, middle managers typically constitute 5% of the unhappy/disengaged workforce population. Now why should we even bother about a paltry 5%? That is because these are the people who manage bulk of the remaining workforce that comprises junior level managers and front-line team players, most of who interact directly with our customers.

If we look at this whole situation logically, a company’s top line is maintained through its marketing and revenue. While the top management drives these strategically and externally, the frontline management executes the day-to-day sales and services operations at an internal tactical level. Both these roles being very clear and well-defined, the middle management layer remains one of the haziest and fuzziest. A case in example is the key performance indicators (KPI) for top and front-line management performance. They are clear-cut and visible. What about the middle management? What are they clearly accountable for?

When we throw in the global and matrix organizational structure into this mix, the middle management is cornered between a rock and a hard place in a no-man(ager)’s land!

A middle manager’s role is pretty indirect. Not only does a middle manager report to another manager, they also have managers reporting to them. While a frontline manager has a mix of inexperienced and fairly experienced team members, and goes through a myriad of basic leadership training programs, a middle manager already has a seasoned bunch of leaders reporting into him or her. Unlike a frontline manager who has her calendar packed to the full with meetings, reviews, and reports, most middle managers barely have a concrete agenda (unless they have newbie managers who need their hand held through their initial startup period.) This is truly the dilemma of the middle manager as nicely articulated in this article.

Breeding ground for discontentment

If enthusiasm is contagious, discontentment is an epidemic! Imagine middle managers coming to work day in and day out in this state of mind. Their enthusiasm diminishes, their energy levels deplete, and over a period of time, there’s a toxic buildup of negativity that eventually gets transmitted by them (knowingly or unknowingly) to their subordinates, teams, and colleagues. What’s one of the biggest reasons for employee disengagement? Bad bosses. So now you know.

The real role of a Mid-level Leader

Perhaps the biggest bone of contention for a middle manager in most organizations is that they barely get a leadership role. After spending a minimum of 10 to 15 years of their career, all that they seem to be doing is giving approvals, attending meetings, signing forms, following up on top management mandates, mediating in discussions, moderating compensation proposals amongst others. All of these are mere tasks with little scope for leadership. So what are we missing here?

The middle layer actually acts as a channel between the strategic and tactical levels of the organization. Where the top level defines the strategy and high level objectives, the middle layer has to make it happen through the lower layers in the form of concrete goals and action plans. A mid-level leader is actually 4 roles of leadership all played by one person.

  • Change Management Champion—For companies to grow in size and adapt to the external market dynamics, they need to constantly keep evolving, creating, and changing. Here’s where mid-level leaders can take ownership by demystifying the HOWs of the change, and converting them into tangible sets of WHENs by working closely with their frontline leadership. As champions of change they would also need to kick-start and mobilize new projects and processes and see them through completion across the span of different teams under their supervision.
  • Collaboration and Cross-functional Facilitator—Matrix structures are a necessity in today’s complex multicultural work environments. Mid-level managers can help break interdepartmental silos by making cross-functional teams work together, besides keeping a bird’s eye view on the larger scheme of things. As collaborators, they also need to ensure their teams are not encumbered by red tape and naysayers.
  • Culture Evangelist—A frontline leader’s role by definition is all about keeping a close eye on the money and operations side of things. However a mid-level leader can focus on people through skip-level meetings, monthly group meetings to recognize good workers and share the bigger picture, besides planning activities to promote a better work environment. A mid-level leader could also address his group during crisis proactively to bolster their spirits and offer them encouragement.
  • Coach and Mentor—Another huge reason for employee dissatisfaction is lack of visible growth opportunities in the horizon. Succession planning is one of the key responsibilities of a mid-level leader. In fact I believe it should be the responsibility (and KPI) of every manager in a company to identify their high potential staff and build a succession plan in collaboration with HR. Mid-level managers would be the best kind of coaches and mentors to make that happen.

Strengthening the Middle

While top management is the head (and brains) of the organization and frontline level the limbs, the middle level leadership is the heart and core. If an organization wants to gear itself up to meet the market demands of customer service, technology, and innovation, they would need to empower their mid-level leaders with necessary resources, and motivate them to fulfil all four roles effectively. If mid-level leaders are expected to plan their succession, then it is top management’s responsibility to do the same and coach and mentor their mid-level staff. Ultimately, the heart and core need to be strengthened and nourished for the limbs and brain to survive!

The Road not Taken: Becoming a Full-time Mum Made Me a Better Leader

(Published on LinkedIn on Nov 21, 2014)

After 13 years of a glorious career in Mumbai, when I moved to Pune with our two daughters to join my husband, little did I know what life had in store for me. Back in Mumbai, like most Indian women, I used to live with my in-laws who took care of my children. When I arrived in Pune, I was very excited at the prospect of setting up a home of our own. I had it all neatly planned. Find a home on rent, set it up, enroll our older daughter in a school, find a daycare for the younger one, and find a job.

I was fortunate to be able to check off all of these items from my list, and within six months, I got hired by a growing company as a Vice President. I was over the moon to say the least! I hired a domestic assistant to help me with my household and kitchen chores, and I was all set. My new job was very exciting. The company was getting ready for an acquisition, and they had plenty of international projects and processes that needed streamlining, and new managers who needed mentoring and direction. It was a role right up my alley, and I had tons of ideas whirring inside my head. As the clients were scattered around the globe, managing my time schedules was challenging to say the least, but I was raring to go out there and make a mark.

Everything went smoothly for a while, and then things suddenly changed. My older daughter found her new school very intimidating. She was finding it very difficult adjusting to the new study pattern, her teachers, and her new friends. Moreover she missed coming home to her grandparents (which I didn’t realize). All this resulted in her dwindling test scores. One day as I was addressing a meeting with my team, I felt a weight pressing down on my shoulders. It was Guilt rearing its ugly head, but I ignored it.

After a few weeks, I found myself watching my domestic help cooking vegetables in more oil than that was necessary. Since she had to wrap up the kitchen work before I left for work, she used to work at top speed and in the process, ended up wasting resources. More flour, more detergent, more oil. I could see the wastage, and my shoulders sagged a little more.

Having two little children is not without its own challenges, is what I slowly realized. They fall sick (especially when you have an important meeting), they need help with their homework, they need help with their art projects, they need proper nutrition and care. Mostly, they need someone to just listen.

One evening after I completed three months, I lost my temper at my younger daughter. She was barely three, and wanted to play with me. Of late, I was finding it difficult dealing with her tantrums, without realizing that she needed me to spend time with her when I got home. But there I was on my laptop, drafting apology emails to clients and reviewing some reports, all so that I could be better prepared for my next day’s meeting. So while my daughter’s little hands tugged at me, I just absent-mindedly handed her a toy, asking her to play with it while “mamma completed her office work”. My shoulders were weighing a ton, and I also started suffering from stress headaches. The Guilt meter was way up there.

When I completed six months in the job, something happened that was the turning point in my life. My older daughter had got low scores yet again and I thought of staying up late helping her with her studies. I had to get into an “urgent client email” once again. My younger one called out to me asking if I could please give her a goodnight hug. I nodded at her promising I will soon enough. It took me a stressful two hours to finally shut down my laptop, and I saw both my girls fast asleep. As I saw their innocent peaceful faces, my Guilt meter tore into me. I was finally feeling guilty about ME. I was missing out not only on their childhood, but also on the gift of parenthood.

The very next day, I handed over my resignation.

For the next three years I was a full-time mother. These years have been the most precious and humbling years for me. I acquired a deep respect for my in-laws and women who chose their kids over their careers. I discovered a new passion – cooking. I put my corporate experience into practice at home by streamlining my kitchen operations! My headaches vanished, and I joined a gym where I was able to shed off those stress tires.

I have finally gotten back to a mainstream corporate career over the past eight years, and life couldn’t be better. Besides being a mentor to women, I am also a coach for women seeking to grow in leadership positions. Assertiveness, decision-making, delegation, empathy, being a role-model – all these are leadership skills that I learnt by staying at home.

Of course, there is always a pay-off. My career trajectory took a considerable dip. And of course, there IS a glass ceiling and there IS discrimination against women. More so against women who take a sabbatical for their families.

Do I regret that decision to choose my children over my career? The company from where I had resigned, eventually got acquired by a large multinational. Had I continued I would have probably been at an executive level by now. However would I have survived the enormous guilt of not following my heart? The first thing I did after quitting my job was to tutor my older daughter. That year, she stood in the toppers list of her class. I watched her with blurred eyes as she was being felicitated by her school. Yes, I am happy I chose to be a mother.

“Enjoy the little things, for one day you may look back and realize they were the big things.” – Robert Brault

#RoadNotTaken #ProfessionalWomen #Leadership #Women #Homemaker #Motherhood #WhatInspiresMe #Careers

The Leader’s New Clothes

(Posted on LinkedIn on Nov 8, 2014)

As a child, I thrived on an endless supply of fables, legends, and stories. Many of them have stood the test of time, and are amazingly profound in their relevance to human behaviour even today. One such short story is Hans Christian Andersen’sThe Emperor’s New Clothes. If you haven’t read it already, I would recommend that you do! It’s a brilliant story about an emperor and his people who are worried about keeping pretences at all costs, even at the cost of denying the obvious that even a child could see through. (Pun unintended!)

As I read this story once again today, I realize we all behave like the emperor and his minister, or his subjects. We look for outward traits and behaviors in leaders and when we don’t find those traits or behaviors, we assume that we are unfit and that something is wrong in ourselves. Overt negative behavior like shouting or abusing is obvious to everyone. But how do you recognize the signs of implicit negative leadership?

We assume that an individual’s title, designation, qualification, or outward appearance or mannerisms indicate his character. We live in a visual world where food is delicious because of the way it is presented, or a woman is beautiful because of the way she looks. Like the emperor and his subjects, when we see something in that individual that does not resonate with leadership behavior, we ignore our inner voice and believe our perception to be incorrect.

How do we become like the child in that story who can clearly see the truth? Like the proof of the pudding is in its taste, here are a few examples of unsavoury behaviours that makes the child in us see the truth.

Expressing helplessness

Leaders are humans, and all of us do feel helpless or powerless during certain situations. But throwing up our hands in despair and shrugging hopelessly when our teams look up to us for a solution, is an extremely disappointing behaviour. There is always something that can be done to improve the situation. The very least a leader could do, is show some signs of optimism and demonstrate willingness to listen and resolve the situation.

Badmouthing

As leaders we represent the company to our teams. We all definitely have our moments of frustration with upper management, but it’s pretty uncool when a leader constantly keeps complaining about “the deplorable state of affairs” before his or her team. Similarly, maligning or ridiculing clients or other employees especially behind their backs, is another sign of a chink in the armour. It is always preferable discussing issues objectively with a view to find a solution.

Making inappropriate or unethical requests

Over and above requests that can trigger a sexual harassment complaint, there are other inappropriate requests from a leader that can ring loud warning bells. One of my friends during a coaching session talked about how a high level leader in the company asked for his personal bills to be entered as official bills in the system. My friend who worked in the Accounting department politely declined the request. The leader joked about it, but my friend was afraid about being fired. Of course that didn’t happen, but I did feel sad because the leader in question was very highly respected and admired in the company.

Self-centered or opportunistic behaviour

“You can easily judge the character of a man by how he treats those who can do nothing for him.” – Johann Wolfgang von Goethe.

I think this describes perfectly what I’m talking about! There are managers who don’t even respond to emails unless you copy someone from the higher rank. Speaks volumes about their character, doesn’t it?

Conflicting messaging

The leadership talks about non-tolerance towards certain behaviour but does not take action when their employees complain. The company boasts of an open culture, but the HR team never proactively reaches out to frontline teams to get their feedback and check whether everything is okay. And so on.

Insensitive processes

We expect leaders to be humane and capable of cutting through the red tape where it comes to employee policies. Layoffs are an unfortunate reality in today’s corporate scenario, but there is always a way of doing it that makes an employee walk out with his or her dignity intact. Your company may have a prolific leader at the helm, but if the exit process is not handled sensitively with empathy, then there are others watching and judging the leadership! These are the employees that the company still needs after all.

Poor response during calamity

I have already discussed this in a previous article “Leadership during Adversity”. Like they say, when the going gets tough, the tough hide!

“But he isn’t wearing anything at all!”

Like the child in the story, we must be able to see things the way they are. There are plenty of clear signs of a mediocre or poor leader if we only look and trust our own discernment. However, rather than passing judgment or worse, getting disillusioned, spotting these behaviors makes us conscious about what we shouldn’t do. There is a moral in every story after all.

#leadership #behaviour #behavior #exit #selfish #opportunistic #leader #topmanagement #integrity #ethics #mediocre

Leadership during Adversity

James Lane Allen, the famous nineteenth century novelist once said, “Adversity does not build character, it reveals it.” This is true of leadership as well.

Look at the leaders we admire. Would they have been able to garner so much popularity and admiration by success alone? Whether it’s Nelson Mandela or Martin Luther King or Mahatma Gandhi, it’s these leaders’ response to adversity and challenging times that has revealed their true character to the world.

The Acid Test

We get many opportunities to display our energy and dynamism when the times are upbeat and the cash registers ring. The energy around is contagious and team spirit is high, and it feels great when our teams are fully engaged and productive. However the real acid test is when the times are not so great, the people aren’t that talented, customers are unhappy, or business isn’t just picking up. When things don’t work out according to plan, these challenges and changes could eventually snowball into disastrous setbacks. This is really when leaders get an opportunity to set an example.

5 Cs of Winning Leaders

Great leaders exhibit the following 5Cs of behaviour when faced with adversity:

  • Charge: Ability to positively mobilize their teams and “pulling” them to perform rather than “pushing” them
  • Courage: Ability to take the bull by the horns and do the right thing no matter what the repercussion
  • Change: Ability to change, develop, and grow by learning from the challenge
  • Contemplate: Ability to think and deal with the situation calmly
  • Clean: Ability to withstand negativity and stay positive

Here’s a great article that explores adversity in detail.

As leaders when we buckle under pressure, our employees can easily spot it a mile long. Whether we let the situation go downhill, or bolster our team’s spirits, or set an example by doing the right thing in the right way, our teams get to witness our true leadership spirit.

An adversity could be a life-changing experience on the personal front, or calamitous experiences on the professional front. The way in which we deal with what life throws at us without breaking down, is what makes us into shining leaders.

(Posted on LinkedIn on Oct 9, 2014: https://www.linkedin.com/pulse/article/20141009124935-11623865-leadership-during-adversity)

Are we hiring people or headcount?

hiring

As managers and leaders, one of our most crucial decisions is selecting the right people in our teams. There are decisions to be taken at every stage from initial screening to the final interview stage. Unfortunately, hiring is perceived as a number filling game where we don’t look at candidates as people but as profiles or headcount.

What’s wrong with “headcount”?

Like the words “resources” and “headcount” that have replaced the more humane term “employees” in the corporate workplace, candidates are now called “profiles”. A profile essentially indicates a snapshot of the candidate’s skills, experience, and attributes that help us ascertain a candidate’s suitability, just like resources indicate people with the necessary skills for executing a project.

There’s no problem referring to people as “profiles” or “resources”, so long as they are used in the right context. For instance, when we discuss the suitability of a candidate to an opening while discussing the hiring process, using the word “profile” is appropriate as we are describing the individual. Headcount is fine so long as we are talking about the number of people we need.

However, we tend to forget that we need an individual or a group of people with values and skills that align with the organization’s work culture and business goals. It’s more than just filling a spot, and that’s where the term “headcount” is very limiting.

A whole-brained decision

On the face of it, hiring seems to be a left-brained activity. However when we actually delve deeper, it needs to be a whole-brained activity. Filling a number needs little or no decision skills. Checking whether or not a candidate fits into the required skill set can even be automated. However, deciding whether or not a candidate works for the need and determining whether he is going to add value, involves right-brained thinking.

Hire in haste, repent at leisure

One of the root causes of employee disengagement is lack of long-term alignment of the employee’s skills with the company’s business goals and strategy. Note that we’re talking about goals and not targets. The tendency is to hire people for a project or an immediate business need, rather than selecting them for a long-term purpose. Hire in haste, repent at leisure. Okay so I have twisted an old proverb, but that is so true today! Headcount, profiles, resources – all these are terms that make sense only in a temporary context.

Idle brain YouTube’s workshop!

We hire engineers and MBA graduates for jobs that don’t really demand more than 10% of their prolific degrees. For instance, I know of companies that hire MBA graduates for market research that actually involves collecting information using Google search. I have also heard of software companies that recruit fresh engineering graduates who expect to get their hands into coding but generally end up monitoring reports or testing small functions. As these tasks aren’t challenging enough to keep the employees on their toes, we find them with plenty of idle time. No wonder there is heavy traffic on YouTube, Amazon, Facebook, and their likes! In the haste to complete hiring, managers also end up hiring “white elephants” who no longer serve any future purpose or requirement within the organization. Yes, we are talking about folks who are “on the bench” long after the project is complete.

Negativity and conflicts

Finding the right talent is never easy. It requires painstaking effort and a huge process of elimination at the time of short-listing. Unfortunately, the compulsion to “close the position” leads to short-listing of candidates by only considering their job skills. Consequently, the hiring manager ends up with “problem employees” who have an “attitude problem” or become “bad apples” in the team. Having such individuals puts unnecessary stress on the manager as they become overheads rather than assets.

Immediate gains, long-term loss

To understand the heavy cost of recruitment and its impact, here’s an interesting article on a survey conducted by Careerbuilder in2013. India alone had 84% companies reporting adverse impact due to bad hiring decisions. The loss isn’t the bottom-line alone. Loss of employee morale, loss of time in training and induction, reduced business opportunities, dwindling sales, and reduced repurchase from existing clients – all these are a result of poor hiring.

A dearth of talented successors

The tendency to be hasty in hiring also leads to lack of succession planning. A majority of players with talent and potential leave when they realize the company does not have a long term growth strategy. That leaves us with people who may or may not fit the bill as future leaders. And so begins yet another unconstructive cycle – bad managers leading to unhappy employees and dissatisfied customers, and so on.

Hiring ‘em right the first time!

So how do we zero on the right people and not just add to the headcount? Over the course of my career, I have had my share of hiring blunders that have helped me improve my ability to identify and select the right people.

Versatility versus virtuosity

What kind of team do you have? Is it a startup team that has been newly formed, or a team that is already well-established with a more or less well-defined roles and responsibilities? A startup team needs versatile players who can work with ambiguity and have the ability to lay down foundations for future teams. More than qualification, you need strong entrepreneurial skills and out-of-the-box thinking. People with experience in working for startup or small scale companies would usually best fit this requirement as they have the ability to deal with the unexpected. Mavericks would do a great job here. However, people with this profile are restless and would need to be provided challenging roles once the team eventually settles down to becoming an established center.

If you have an established team, then you probably need people with the required skills and experience for the job. You also need them to follow instructions and be diligent. Knowing that your team may not expand significantly in the coming years helps you pick up dedicated individuals who feed on job security and are happy being team players.

Global skills

If you are hiring for a global team with a matrix reporting structure, then communication and collaboration skills are a must. I would any day opt for a strong and persuasive communicator over a highly skilled individual, provided the job does not demand high-end skills.

Visualization helps!

A job opening is always your need for a problem solver. Look at the job description and try to imagine a person with these qualities. Does it seem like your chosen candidate would be able to solve your problem? Visualize your team working in the office. Can you picture your chosen candidate as one of them? If you cannot, chances are that the person will not fit into the team.

Trust your gut

Intuition is one of the most needed abilities for a hiring manager. Here you have a dream candidate. She has the right skills and the right experience. Except that you are unable to decide. Whether or not you believe, your intuition is trying to tell you something. One of my managers taught me, “When in doubt, reject!” This has always helped me. There are times when I have doubted my gut-feel and felt tempted to close the position. Nine times out of ten, I have hired the wrong people when I did that. Don’t worry about the ageing days or the follow-ups from your recruitment team. Wait for the right person to come along, and no matter what, listen to your intuition!