Anyone in leadership has had to deal with the wrong person at one time or another, and you’ve probably even hired a few of these individuals yourself. Usually, this happens because you get desperate and need to fill a position as quickly as possible. Sometimes, though, it seems that no matter how hard you try, you just can’t get the right person for the job. Either way, it’s a problem for all of us, but the solution is actually quite simple.

There are only two things you need to know about anyone who might potentially join your team: who they are and what they will do in your organization.

Who are you?
Getting applicants to answer this question is vital to your success as a leader. You must learn to target specific character qualities that you desire in your team members, and ask enough related questions to find out whether or not they possess these qualities.

For example, integrity is a quality that doesn’t necessarily dictate job success, but I’ll bet it’s something you hope every one of your employees possesses. Other important traits might include a strong work-ethic, a high level of energy, and a positive attitude. Are they conflict-resolvers, or do they cause unnecessary drama? Do they smile easily, or do they always appear angry? When the going gets tough, are they going to complain or persevere?

There are literally dozens of these intangibles that are important to any organization, and some I’m sure that are specifically important to you. So before you even consider a candidate, you should make a list of the “must-haves,” the “should-haves,” and the “these would be nice” characteristics. Likewise, the “can’t-haves,” “shouldn’t haves,” and “I can work with these” flaws should also be listed. These lists should be nearby whenever you review an application or resume, as well as when you interview someone.

What will you do in my organization?

Once you’ve narrowed the field to the kind of people who will fit in with your group, now you need to discover which one will do the best job for you. This is obviously what you’re hiring for, so you have to get a good feel for all of the remaining candidates’ abilities.

Don’t settle for average here, unless you’re content with average results. My rule of thumb is to find the person who will outgrow the position quickly—within six to twelve months. I make sure each candidate knows that I promote from within, and that time and seniority are not factors in my decisions. What I’ve typically found is that the people I hire hit the ground running and continually seek additional challenges and responsibilities. I would much rather promote someone quickly, and subsequently fill that vacant position, than hire the wrong person and have to fill the vacancy left when he or she quits or gets fired. The key here is to learn each individual’s proficiencies and how those match up with your company’s needs.

These two principles seem easy, but it takes practice to make them habit. I promise you, though, that if you make them routine, you will experience many more successes in hiring than failures.

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