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One of the benefits of working and meeting with countless founders, entrepreneurs and senior executives is hearing all sorts of stories.  I have found a common link among successful companies when they are intentional in succeeding in an area of their business.  Meaning, their success was not accidental and if it happened to be by chance, they quickly noticed it and created rules to succeed.  One of these areas is in hiring.  There are more divisions within a company besides sales and customer service, but  I believe these to be critical to most businesses.  Below are two stories I have heard that have stuck with me.

Hiring World Class People

A company I know wanted to bring in the best salespeople so they can grow their business beyond where it was at that time.  So they placed an ad that said something like this:

Interested in a sales role with unlimited potential? Call us today to find out more information but heed this warning: We only want world class, top .01% salespeople and if you’re not one of these people, don’t waste our time or yours. We will only hire the best.

Then, they waited for the calls.

When someone called to inquire, they would listen briefly and tell them they don’t hear world class and that they’re not a good fit. Most times, the person would be surprised and the company would hang up on them. Occasionally, (very occasionally), someone world class would call and when the company said, I don’t hear world class, the applicant would say something humorous such as, “oh, so you have a hearing problem” and chuckle. Still, the company would hang up on them, but they took note. To get an interview you had to call back 4 times after being hung up on.

How many people would have called back 4 times?! Very little in fact, but these were people who could handle rejection, who were persistent and wouldn’t give up. Exactly the nature that you’d want a salesperson to have. After the 4th call back they’d offer an interview where the applicant would try and sell the company’s services to the interviewer. And they’d get rejected again on the spot regardless of how good the pitch was. The applicants who still came back after that were hired. They went through hundreds of applicants before finding one person but that one person was world class. They built an army of salespeople who’s nature matched the job description. And while they may have avoided people who would have been a good fit, they were left in people who they knew were ideal for the role. And then, they trained them even further and made them better.

Hiring Customer Service Associates Who Actually Care About People

I heard the story of an airline who noticed they were ranked one of the worst in customer service and noticed complaints were clustered around certain flight attendants. Rather than fire all of the flight attendants who garnered the most complaints, they decided to experiment on their hiring process to see if this solved the problem. They decided to do group hiring sessions where they had 15-20 applicants in a room. Each applicant had to stand up in front of the other applicants and give a speech on why they wanted to work for the airline. There were 3 supervisors in the room that these applicants thought were judging them based on their speech. What the people were really doing was scanning the room and watching what all of the other applicants were doing while 1 of the applicants was speaking about why they wanted to work for the airline. They were most interested in the other applicants who were paying close attention to what their peer was saying. The more engaged in what the other was saying the better. And these were the people they actually hired. What they said had absolutely no bearing. They postulated that if these people really cared about what their peers was saying, their natural nature was a perfect fit for customer service (airline attendant in this case). What happened was truly amazing. They went from being one of the worst customer service ratings to one of the best in a manner of a year. And then they fired all of the people who were causing the complaints since their nature didn’t match the job.

Conclusion

One of the most important things in hiring (I believe) is to match someone’s true nature to the job role. We can sometimes convince ourselves that we can succeed at a certain role and make a change in who we are. Sometimes (rarely) we can. Most times, we revert to our nature. If you can find a way to match people’s true natures to the job, I believe your organization will have intentioned success. It doesn’t mean your product or service will sell, but you can create intentioned ways like hiring throughout your entire organization. What gets measured gets managed. Measure everything and apply an intentioned strategy so the chances of success are magnified!

 

 

 

Proper Wealth Management’s (“Proper”) blog is not an offering for any investment. It represents only the opinions of Jared Toren and Proper . Any views expressed are provided for information purposes only and should not be construed in any way as an offer, an endorsement, or inducement to invest. Jared Toren is the CEO of Proper, a Texas based Registered Investment Advisor.   All material presented herein is believed to be reliable but we cannot attest to its accuracy. Opinions expressed in these reports may change without prior notice. Information contained herein is believed to be accurate, but cannot be guaranteed. This material is based on information that is considered to be reliable, but Proper and its related entities make this information available on an “as is” basis and make no warranties, express or implied regarding the accuracy or completeness of the information contained herein, for any particular purpose. Proper will not be liable to you or anyone else for any loss or injury resulting directly or indirectly from the use of the information contained in this newsletter caused in whole or in part by its negligence in compiling, interpreting, reporting or delivering the content in this newsletter.  Opinions represented are not intended as an offer or solicitation with respect to the purchase or sale of any security or financial instrument, nor is it advice or a recommendation to enter into any transaction. The material contained herein is subject to change without notice. Statements in this material should not be considered investment advice. Employees and/or clients of Proper may have a position in the securities mentioned. This publication has been prepared without taking into account your objectives, financial situation or needs. Before acting on this information, you should consider its appropriateness having regard to your objectives, financial situation or needs. Proper Wealth Management is not responsible for any errors or omissions or for results obtained from the use of this information. Nothing contained in this material is intended to constitute legal, tax, securities, financial or investment advice, nor an opinion regarding the appropriateness of any investment. The general information contained in this material should not be acted upon without obtaining specific legal, tax or investment advice from a licensed professional.

Author: Jared Toren

Jared Toren is CEO and Founder at Proper Wealth Management. Proper was born out of frustration with the inherent conflicts of interest at big brokerage firms influencing advisors to sell products that were not suitable for clients but profitable to the firm along with a consistently mixed message of who’s interest was supposed to be put first; the clients’, the firms’, shareholders or advisors.

At Proper, our clients interests come first. We are compensated the same regardless of which investments we utilize so there’s no incentive for us to sell high commission products. Since we focus on a small number of clients, we are able to truly tailor our advice to each person’s unique circumstances.

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