When you get asked to be a reference, you can answer yes or no. No matter your answer refer to this guide to make sure you are getting through the process effectively. Being considerate of other people's time and being prepared for your calls will make the hiring process easier on both sides.
With so many firms from which to choose, how do you find the right executive search firm that will best serve your needs? This article, along with the checklist we have created will help guide the process so that you cover all the necessary bases.
During a reference call for a COO or other executive-level position, you might not know what questions to ask to get the most valuable information about your candidate. Since most of your candidates are probably very qualified for the job, you will want to ask the references questions that will help you differentiate them and get a deeper insight into each one. Here's our list of 10.
After an extensive search, you have hired your new COO or other executive team member. What is next? It’s critical that your company have an established process that will fast track this individual to productive work and to building strong relationships in your firm.
Is a personality match a strong enough reason for making a decision as important as staff selection?
Despite the overwhelming support for tools such as work samples and structured interviews, many are still relying on instincts or assessing likability to make hiring decisions. Lauren Rivera has described an “emotional spark of commonality” to explain what happens when interviewers perceive their candidates as similar to them, which triggers positive feelings that may or may not be warranted by evidence.
Many of the articles we read are about what we need to change to become better in work and life. Be a better communicator. Be a better planner. Use our time more effectively. Get to the gym. Eat fewer carbs.
But sometimes it is important to consider who we are, not as a starting point for change, but to leverage what we know about ourselves and play to it.
Communication skills are an essential part of the leader’s toolbox. However, a recent article reported that nearly seventy percent of managers polled indicated that managers find communicating with employees is the biggest challenge for them.
What’s at stake if managers don’t step out of their comfort zones to connect with employees?
The COO serves as the bridge between the CEO and the rest of the company, between thought and action, demonstrating both the business and people skills to get the right things done. Most COOs are happy to work behind the scenes on operations matters only, helping to drive the CEOs vision.
A recent article in Entrepreneur suggested asking employees if they could wrap up work and get on a plane in five hours as means of gauging effectiveness on the job.
The Hawaii Question encourages employees to see their productivity for themselves. As many organizations move away from the annual review to adopt more continuous feedback cycles, questions like this one could prompt the inner monologue that drives improvement.
Among Amazon’s leadership principles is a call for its team members to “Invent and Simplify”. Everyone in the company is expected to introduce process improvements that either enhance the customer experience or lower costs. But how?
Their work life has consisted of more recessions than the previous two generations. They’ve learned from Baby Boomers and are mentoring Millennials. And according to a recent study, the stress is exhausting them.
Workers are reporting higher than ever levels of exhaustion from work. The authors of the book The Happiness Track found that nearly half the workers interviewed for their book reported feeling burned out. And this exhaustion is creating isolation and loneliness in the workplace.
What does it really mean for employees to demonstrate ownership? Taking care of every detail? Stepping up to take blame and correct mistakes?
Amazon characterizes the best of employee ownership this way:
“Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.”
The results of a recent Jobvite study of the workforce shows that one space where Americans are still somewhat unified is the workplace. The findings shed light on emerging trends and highlight some key areas where there are no surprises.
One key trend is that we are in the age of the “Hyper Hopper”—with job satisfaction rates on the decline (64% in 2017 vs. 74% in 2016), nearly half of job seekers are changing jobs at least every five years, particularly younger people, single people, and those who earn less than $25,000/year.
Amazon’s many financial and corporate accomplishments are almost too numerous to mention. A market cap twice its largest competitor – retail behemoth Walmart. 33% market share in all of eCommerce. Almost $150B in annual sales. Nearly $20B in operating cash flow.
These achievements are driven by a hard working culture guided by 14 leadership principles.
When was the last time you felt truly vulnerable at work? Are you a CEO who feels comfortable using the words “I don’t know” with your leadership team members? Have you shared some of your fears with them? Have you allowed yourself to be human?
Last week, I had the pleasure of attending the annual summit of the Small Giants Community in Detroit. For two days, 150 leaders committed to growing a business with purpose grappled with topics such as culture hacking, open book management, and leading from the behind.
I recently read an interesting article in Talent Economy magazine about how Artificial Intelligence is being used to reduce / get rid of mundane administrative tasks that often fall on HR personnel. There are two areas where AI will make a big impact on HR in the future – Recruiting and Employee Benefits.
After reading a blog post by Dale Robinette (thanks Dale!), we realized that we gave our readers advice on how to hire a new Chief Operating Officer, but gave no advice on when it is time for your company to find a new one.
Here are a few thoughts on when to hire a COO:
1) If your current COO leaves, you need to find a replacement. Most businesses benefit from having a COO, and trying to run a business without an operations leader is a risk most business owners should not take.
John Lankford, author of “The Answer is Leadership” wrote, “Values and norms are the building blocks of a company’s culture. Some companies constantly reinforce their defining principles by displaying them in strategic areas of the building. Other businesses treat them less formally, but no less seriously. In either case, every business – and, often, every team – has its unique “rules of the game” that ultimately define the overall culture. Whether formally displayed or tacitly acknowledged, though, if management approaches those values and norms as an afterthought, doing little or nothing at all to articulate them – the result will be deleterious. It cannot be overstated that your company’s culture is a reflection of its management team – always.”
Reminiscent of its .com flopping predecessors, Nasty Gal filed for bankruptcy late last year after raising tens of millions in venture capital. It was a fantastic fall from grace for the company. Yet the brand of its founder Sophia Amoruso lives on - through her best selling book, a popular podcast, and a new Netflix TV series.
This divergence between company and founder success can teach entrepreneurial CEOs some important lessons: