Leadership Summit: Session 2 (Hiring, Firing, & Boards)
Hiring, Firing, and Board Meltdowns
Session 2 Panel With Bill Hybels, Patric Lencioni, Carly Fiorina, Henry Cloud, and David Ireland
- Use a process
- Take time to find out as much as you can about the person
- Determine if the person fits the culture of the organization
- We idealize people when we are desperate to fill a spot
- First impressions are frequently wrong
- Spend time with them in different environments to see how they respond to them
- Ask them, “What do others say about you?” your boss, team, spouse, ect?
- Ask the same question several times throughout the interview to see how they answer each time
- Talk Less Listen More: The more you ask questions and listen, the more you will learn about that person. Ask questions based on their answers
What you can’t miss in hiring
- Create a strong Culture (“This is what life is like here.” “If you aren’t like this and this, you will hate it”)
- List in advance: ::Needs of the organization ::Job description ::Competencies Desired (personal and professional)
- Take the time to have a strong conversation: Why we are hiring. What is expected. What are the results?
- Define the hiring process
Board Meetings and Meltdowns
- Building trust is hard when you only see each other once a month. Solution could be a retreat to get to know each other or serving opportunities
- Retreats are good for clarifying values and building trust. Vulnerability is crucial on a team so you can focus on issues at hand rather than if you trust a person.
- Board Members should be chosen for their: 1) Influence 2) Affluence 3) Skill
- The skill of a board member should contribute to the goals. Ask: Can they move us forward?
- Term limits are needed. Brings fresh vision and diversity. Allows regeneration and new leadership to rise.
- Manageable board size is around 8 persons
- It’s a good idea to evaluate the meeting during the last 10 min. to see how effective you were
- Do not invite non-board members to the meeting without the permission of the board.
How to Fire
- People have seasons at organizations
- It’s not compassionate to not be honest. It is disrespectful to not be honest
- Candor with Care
- Firing someone should not be a surprise. Give them the opportunity to improve with feedback. Let them know what’s working. What’s not working.
- Give them a process to improve on what isn’t working
Three Steps to Firing
- Retrain the Person. Maybe they are under performing because you haven’t adequately trained them.
- Reposition the Person.
- Retire the Person
- The Kindest form of management is the truth – not avoidance. (Jack Welsh)
- Give certainty and clarity to people
- Grading systems work only with tough conversations
- Systems don’t substitute for conversations