Of all the jobs I’ve had in my career, my favorite (other than Raven Performance Group) was with Job Masters in corporate recruiting. The owner, John Sherman, had been a Vice President of Human Resources in a Fortune 500 company. To Mr. Sherman’s credit, he was intelligent and hardworking, but he thought he knew it all: every idea had to be his. He set the goals, laid out the plan and we marched like little minions behind him.
The business struggled, unable to grow beyond his own talents because he never brought on anyone smarter or more creative than himself.
Hiring smart people is one of the best ways to build a company’s success. Every time you interview a candidate, ask yourself, “What can I learn from her?”
The downfall of many companies is the boss/manager feeling threatened by someone smarter or more creative. Your goal is to hire smart people, but you wonder how you’ll be able to manage someone who has more experience and knowledge. How can you be a coach if you don’t have the same level of expertise?
Consider this: your role is no longer as an individual contributor. The higher you go in an organization, the more you’re expected to make decisions in matters you have little direct experience or expertise in. Your job is to set the stage for success by recruiting employees qualified to do the best job.
Employees are a company’s most valuable asset, a resource to help our businesses grow and evolve. Learning is a two-way street. When you surround yourself with talented smart people, you will find yourself challenged and stretched to levels you never imagined.