5 Quick Tips to Build a Talent Pipeline
You have identified that it is infeasible or undesirable to keep operating your business as a solopreneur or a “team of me.” It is time for you to welcome one or more team members to your enterprise..
It’s Time for Your Next Hire
You have identified that it is infeasible or undesirable to keep operating your business as a solopreneur or a “team of me.” It is time for you to welcome one or more team members to your enterprise, and form a “Team of We.”
Not sure if this is you? Check out our article on determining “When am I Ready to Build a Team of Me vs. Team of We: When Is It Time to Make the Leap?” by clicking this link.
1) Inventory the Tasks You Desire to Delegate.
Before you begin looking for new people, identify the tasks that need to be performed by someone other than you and your current team. Then begin to identify the professions or skilled trades that would be well suited to perform these tasks. Remember, onboarding a new employee is perhaps the most significant investment for entrepreneurs and large corporations alike. You must know who you are looking for before you make hiring decisions.
2) Recruit Talent Before You Need It
When you meet talented people with great work ethic, be curious and get to know them. Inventory what they are passionate about, what they are highly effective at, and where they want to be 1-5 years from now.
The Aspiring Business Owner: Some talented people you meet may tell you, “I want to start my own business and be the CEO!” … But you need to remember that their plans may change. There are a lot of people who start out believing they are leaders or CEOs, but soon discover after experiencing trials and tribulations that they are better suited to be intrapreneurs as opposed to entrepreneurs…and there is nothing wrong with that. Having learned about their goals, work style, and passions, you will be perfectly positioned to welcome these individuals into your “team of we” if their plans change.
The Young Upstart: Young professionals are being turned down for job opportunities because they have no work experience. It’s the ultimate conundrum. How can they acquire the requisite skills and experience, if no one will give them an opportunity to do so? They are looking for a space to prove themselves and will often be willing to do so for pennies on the dollar. (I know because this was my story for years.) Provide them with a chance to prove themselves, and think critically about how to give them golden handcuffs.
The Retired Business Owner or Professional: I'm a firm believer that you retire horses, not people. There is a wellspring of retirees who understand that working beyond the typical retirement age keeps you alive longer. They bring wisdom, relationships, and know-how that is invaluable. And because they are generally no longer in the wealth accumulation stage of their lives, compensation requests from retirees may not be as demanding.
3) Ask the Right Interview Questions
How do you know if someone is going to be a good long-term fit for your team?
While interviewing and getting to know candidates, you need to discern the following:
Do they resonate with your vision and or mission? If they believe in what you're doing, they'll go the extra mile because they've adopted and internalized your goals as their own.
Do they want to be accountable? Are they the type of person that arrives early or late? Do they demonstrate responsibility or do they pass the buck? People can respect and even admire what it is you’re aiming at, but that doesn’t mean they want to pay the price required to accompany you to your destination.
Do they have the demonstrable skills to pay the bills? Hopes, dreams, aspirations, and potential are nice things, but the most successful organizations regardless of industry tend to attract and retain the employees with the most tangible and demonstrable skills.
For example, if you are a real estate broker and you're looking for a broker assistant. You're better off looking for a real estate agent who aligns with your mission, loves the industry, and has the skills, but doesn't desire the leadership and the risk of being a broker.
4) Take Responsibility for Team Performance
If you’re committed to not only achieving results but scaling results, accept the responsibility of clearly communicating with and taking ownership of your team:
Set Clear Expectations: Repeatedly state your expectations for team members. Be clear about how these expectations connect to your bottom line and the bottom line of those who are employed or conduct business with you.
Introduce Learning Tools: Introduce tools, learning opportunities, and training that will give people the opportunity to meet expectations, and empower themselves within your vision. Don't assume that people “already know.”
Inspire: Learn how to be a motivator, influencer, and person that inspires. Become intimately and honestly familiar with what inspires you. Learn what inspires others, and paint the picture. Be aware that people are always watching. Stop being so focused on leadership so to speak, but rather exampleship.
If you're committed to not simply achieving desired results but scaling those results, accept the responsibility of clearly communicating and executing the following.
5) Schedule Regular “Identify-Discuss-Solve” (IDS) Meetings
Identify-Discuss-Solve (IDS) meetings are 1:1 or small group meetings with your team members that should be scheduled weekly or semi-monthly to identify challenges, discuss them, and then generate solutions.
During the IDS meeting:
Start by taking a few moments to identify what went well
Then identify challenges or obstacles to overcome. (Do not let these issues fester, because they will bury you and overwhelm your team.)
Discuss the challenges and obstacles out loud.
When seeking solutions there are many strategies to pursue: a) Get advice from people who are experts, b) Develop an action plan with tangible steps to execute the solutions, and c) Think about the “low-hanging fruit” to fix first.
The world around us wasn’t built by the exceptional. It was built by everyday people who were willing to do exceptional things. Go build something.
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