Magazine_ October 2019

OCTOBER 2019
Finding And Hiring The Right People:
A clear path to their position, purpose, and impact on profit
From the Training Director
This month's edition of "The Light" is about finding the right
people, keeping those people engaged, and using resources to
grow your team.
Employees are most satisfied when they are working for a leader
that values their talents, expertise and contributions. Nothing is
more important than finding people who enhance your team and
respond to your leadership style.
Be Great,
TABLE OF
CONTENTS
Hiring the Right People
Six Factors That Attribute To
Hiring Mistakes
Dealing With Difficult People
Bringing Out The Best
The Power Of Buy In
Coach's Corner

Don't accept "yeah I've done that" or yes and no
answers. Open ended questions allow the candidate
to show the how and why of their performance: "Tell
me about a time when you..." or "Tell me about the
last time you changed out a..."
HIRING THE RIGHT
PEOPLE
From your Human Resources Director
1. Ask Your Questions and Be Quiet
A common mistake for a manager is to begin
their questions with an elaborate story or
explanation.This inevitably leads the
candidate to the answer you are looking for.
Instead ask your question and allow the
candidate to do the talking. Eight seconds of
silence will speak volumes about that person
rather than the eight minutes you are
speaking.
3. Listen and Observe
Listening to the candidate is very important, but also
watch how they react. Looking down and to the left
is a common sign that someone is not being truthful.
Looking around a lot shows you that the candidate
has trouble focusing. Do they act in a manner you
want them to act with a resident? How they treat you
in the interview is likely the best way they will treat a
resident.
4. Genuine: The Candidate and You
Tell the candidate about the job and be honest
about what they will encounter. Did the candidate
ask you questions about the job, the company, and
you as a leader? Those that ask questions are more
likely to be fully engaged members of your team.
2. Ask Behavioral Questions (a.k.a. Dig
Questions)
Asking good questions is the key to an
interview. Let's face it, you are trying to
predict how this person will perform on your
team in the future. The best predictor of
future performance is past performance.
"INTERVIEWING IS A TWO WAY STREET; THEY ARE INTERVIEWING
YOU AND THE COMPANY JUST AS MUCH AS YOU ARE INTERVIEWING
THEM." -MICHAEL REINING

Six Factors That Attribute To
Hiring Mistakes
LOU ADLER, CEO, PERFORMANCE-BASED HIRING LEARNING
SYSTEMS INDICATES THE FOLLOWING SIX FACTORS THAT
ATTRIBUTE TO HIRING MISTAKES
1. A mismatch between the hiring manager's style and the new
hire's need for management and coaching.
2. Lack of intrinsic motivation or full commitment to do the actual
work required. Ability to do the work is far different than
motivation to do it.
3. Lack of fit with the pace of the organization. The pressure to
perform is a primary factor defining a company's culture and a
person's likelihood of success.
4. Lack of fit with how decisions are made and how work is
accomplished.
5. Lack of fit with the team. This relates to the new hire's inability to
collaborate cross-functionally coupled with the lack of
appreciation for the needs of others.
6. An inability for the new hire to properly manage and organize
their work properly. This is true whether the person is an
individual contributor or a manager.
"Recognize that ability
without fit is the primary
cause of under-performance,
dissatisfaction, and
excessive turnover. It's what
people have accomplished
with their skill that's
important, not the list of
skills themselves."
"The ability to do the work in relation to fit drives
motivation and ultimately performance."

Dealing With
Difficult People
Remain C.O.O.L
Cool is an acronym for Control,
yOur, emOtional Language.
Emotional Language is your
words, tone, body language and
gestures. These are intended to
produce a feeling in the
individual you are directing
towards. Language is about
feelings. You express feelings
through words.
People don’t say happy
comments when they’re sad, or
positive remarks when they are
filled with negativity. How and
what you feel has a huge
impact on what you say.
Emotions are the packaging of
feelings, the outward wrapping,
indicating what shelf to place it
on.
Some techniques to help you
be C.O.O.L
Watch your words; they will
become actions. Watch your
actions; they will become habits.
Watch your habits; they will
become your character.
Listening
Listening and understanding
draws people in, it connects
them to you. Debating and
disagreeing pushes people
away and disconnects them
from you. Here are 4 steps to
aid in listening to difficult
people:
1. Listen first
2. Demonstrate respect
3. Clarify your expectations
4. Practice accountability
Widening Your Perspective
When you feel offended by
someone’s words or actions, try
to come up with multiple ways of
viewing the situation before
reacting. For example, I may be
tempted to think that my coworker
is ignoring my messages, or I can
consider the possibility that she’s
been very busy. When you avoid
personalizing other people's
behaviors, you can perceive their
expressions more objectively.
People do what they do because
of them more than because of
you. Widening your perspective
on the situation can reduce the
possibility of misunderstanding.
The point is to remind yourself
that people do what they do
because of their own issues. As
long as you’re being reasonable
and considerate; the difficult
behaviors from others say a great
deal more about them than they
do about you. By depersonalizing,
you can view the
situation more objectively, and
come up with better ways of
solving the problem.
It’s helpful to remember that most
difficult people have positive
qualities as well, especially if you
know how to generate them.
Save time, energy, and grief
Not all difficult individuals we
face require direct confrontation
about their behavior. There are
two scenarios which you might
decide not to get involved:
The first is when someone has
temporary or situational power
over you. For example, if you
are on the phone with an
unfriendly customer service
representative, as soon as you
hang up and call someone else
this representative will no longer
have power over you.
The second scenarios is when
you derive a certain benefit. An
example of this would be an
annoying coworker. Although you
dislike her, she excels at
providing analysis for your team,
so she’s worth your patience.
In both scenarios, you have the
power to decide if a situation is
serious enough to confront. Think
twice and fight the battles that are
truly worth fighting.

THE POWER OF BUY IN
Excerpts from Mickey Mikitani
A LEADER'S ACTIONS AND WORDS
Buy in is like trust, it must be earned. Your message must be clear,
invoke interest, and involve the team. Leaders should communicate their
expectations clearly so that everyone can commit to the vision.
Statements like being on time are ambiguous. Clearly explain that at 8:30
am, you are expecting each member to begin the day's assignments.
Direct communication is essential to maintaining buy in.
A big part of gaining employee buy-in is how the manager behaves. If the
leader's actions and words are not working harmoniously, trust and
effectiveness are lost.
When team members buy in:
Communication improves
People are easier to manage
There are fewer conflicts
Efficiency and production improves
Employee are more engaged
MOTIVATE
Understanding your
team's needs and goals,
will help you find the
most appropriate ways
to motivate them.
Communicate clearly
and have inclusive
goals. Inclusive goals
merge personal and
business which have
the potential to produce
greater outcomes.
MANAGE
Gain understanding of
the talents and
tendencies of each
member of the team.
Use that information
to place them in a
position where their
talent can shine. The
responsibilities you
delegate will reap you
and them rewards.
CONFLICT
TEAM COMMUNICATION
Strong team communication is essential. How your team communicates
their successes, failures, and disappointments will ultimately push your
team to win or lose. There are two elements to effectively communicate:
Talking through conflict will minimize pressure and improves team
efficiency
Learn how to listen to one another; this is the birthplace for ideas to
come together
One of the most
important attributes
of a manager is the
ability to resolve
conflict. Find a
negotiable middle
ground that allows
individual wins and
the team to win.