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Right under Your Nose: Leveraging <strong>People</strong> You Already Know 63<br />

business—friends and family may be <strong>the</strong> only people you can persuade<br />

<strong>to</strong> join you! I work with a number of companies in which<br />

multiple family members play important roles. Entire books have<br />

been written on running family businesses, but <strong>the</strong>re is one key<br />

principle relative <strong>to</strong> recruiting and hiring: don’t hire people because<br />

<strong>the</strong>y are friends or family members, but don’t overlook people <strong>for</strong><br />

that same reason.<br />

When John F. Kennedy was elected president of <strong>the</strong> United<br />

States, his fa<strong>the</strong>r, Joe Kennedy Sr., insisted that Bobby Kennedy, <strong>the</strong><br />

president’s younger bro<strong>the</strong>r, be named at<strong>to</strong>rney general. John Kennedy<br />

resisted <strong>the</strong> idea because he did not want <strong>to</strong> be accused of nepotism,<br />

but his fa<strong>the</strong>r’s desires prevailed, and Bobby was appointed<br />

<strong>to</strong> <strong>the</strong> position. Early on during <strong>the</strong> Kennedy presidency, <strong>the</strong> Bay of<br />

Pigs debacle occurred. The administration had encouraged a group<br />

of Central Intelligence Agency–backed Cuban fighters <strong>to</strong> invade<br />

Fidel Castro’s Cuba and <strong>the</strong>n left <strong>the</strong>m <strong>to</strong> perish when <strong>the</strong> surprise<br />

attack failed. Though Kennedy was severely criticized by politicians<br />

and citizens alike, his bro<strong>the</strong>r was his staunchest ally during that<br />

difficult period. John Kennedy reflected afterward, ‘‘Now I see that<br />

Dad was right. Bobby is <strong>the</strong> only one that I can trust.’’ 1 In <strong>the</strong> same<br />

way, a close friend or family member could become your most<br />

trusted A-player.<br />

A-players come from all sorts of different sources. If you know a<br />

terrific person from your own clan or with whom you have been<br />

friends since kindergarten, don’t reject out of hand <strong>the</strong> possibility<br />

of hiring him or her. Instead, treat that working relationship <strong>the</strong><br />

same way you would any o<strong>the</strong>r: Define roles and responsibilities<br />

be<strong>for</strong>e you make any hiring decisions. Agree on <strong>the</strong> financial compensation<br />

and absolutely put it in writing. State, up front, how you<br />

will exit this working relationship if things don’t work out. Handled<br />

right, strong people with personal ties <strong>to</strong> you can be <strong>the</strong> foundation<br />

of a fantastic team.<br />

In addition, don’t <strong>for</strong>get your A-player mind-set when it comes <strong>to</strong><br />

your family and friends. Educate <strong>the</strong>m about <strong>the</strong> person you want<br />

<strong>to</strong> hire. One of <strong>the</strong>se close contacts may well refer your next Aplayer<br />

employee.

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