First Who...Then What

In the book Good to Great, Jim Collins describes the concept of considering who before what. To paraphrase, he states that leaders of good to great companies understand three simple truths: 1) If you begin with who before what, then you can more easily adapt to a changing world. Employees are there because of who is on the bus, not because of where it's going; so if changing direction becomes necessary, it's OK with them; 2) The right people are self-motivated and want to be part of something great. 3) If you have the wrong people, you'll never be a great company - even if you ARE headed in the right direction.

So during this year of client service excellence, I suggested in an earlier post that to get off to a good start individuals should look at themselves and think about what education, resources, or relationships they will need to raise their game - to explore ways they can provide even better client service than the year before. Likewise, PR agencies and major corporations should consider operating on the "first who...then what" principle if they aspire to raise theirs.

Today's employment market is a sea of riches. The problem is that most agencies and companies are squandering this opportunity because they tend to embark on hiring strategies designed to eliminate people rather than engage them. It seems counter-intuitive, but here's the dynamic: The more applicants in the job pool, the more specific the agency/company becomes in its selection criteria. Unfortunately, that means HR people review resumes based on specific qualifications of "what" and often fail to consider people whose experience is different from their pre-set criteria. By eliminating "who" because of "what," they fail to consider some of the very best people for their organization. As a result, lots of great people who are hard working, smart, creative, etc., don't even receive the courtesy of a return phone call, let alone any serious consideration for an open position.

Consider the expression often spoken the day an employee quits or gets fired, "Well, (s)he looked good on paper. Not sure what went wrong." I suggest this approach: Hire people, not paper.

I have a number of brilliant, hard-working friends in the job market that any organization would be honored to have as part of their team. (They can't even get an interview). These are the kind of people of which great companies and agencies are made. Executive recruiters and hiring managers should embrace the current job market as the sea of riches for which it is. Finding the pearl involves something more aggressive than an elimination strategy. That means coming up with ways to include and consider rather than segregate and discard.

By taking a look at the person behind the resume, even going so far as to interview everyone, which I discussed last year, you'll discover the kind of people who won't just fill a slot, but will make your organization great!

Why You Should Interview Anyone Who Asks

I read a terrific post yesterday from Shonali Burke titled Communicator, Sell - and Share - Thyself. She describes an event where communication professionals met with job seekers and offered resume advice. I offered a comment stating that it was a wonderful initiative, but asked that she consider spreading the word about a program I led when I owned my own firm between 1995-2000.

About 12 years ago, much to the chagrin of agency principals and HR professionals alike, I wrote an article that Paul Holmes published describing my interviewing policy. Since I believe in that policy today as much as ever, particularly during these economic times, I thought I'd pull it from the archives:

WHY WE INTERVIEW ANYONE WHO ASKS
INSIDE PR - September 15, 1997

Last week, we talked with several public relations firm principals to find out how cutting-edge firms are dealing with the challenge of attracting and retaining the best people. This week, one agency founder suggests a radical approach.

By Leo Bottary

In the fall of 1990, as the real estate market in New England plundered, I found myself without a job. I was laid off my position as director of public relations for a major real estate development corporation, and along with many in those days, found myself looking for work.

At the time, I was relatively self-assured about my background and experience. I had a good resume, strong portfolio, and several byline articles that I had written for various PR and industry trade books. I believed if I could just meet the employers face-to-face, then I could make a strong case for being hired.

I responded to ads, followed-up with phone calls, talked to recruiters, and exhausted my contacts. The competitive environment for communications positions was brutal. My greatest frustration was that I found securing actual face-to-face interviews next to impossible. It was six months before I actually found a job. Enough time to understand the feeling that comes from watching the business world function perfectly well without my personal involvement. I think I had three interviews during my entire search.

I promised myself that if the tables were ever turned, I would do whatever I could to give job applicants the opportunity to present themselves in person. Fortunately, the tables did turn, and since 1992 I have been in the position to hire people.

Today, we interview any person who calls our company seeking one.

Whenever I make that statement to people, their first reaction is: “How on earth do you have time?” What started out as a mission to keep a personal promise has turned into one of the most valuable initiatives for our organization. As a result, we make the time.

Here are the reasons for our interview policy:

• It keeps us informed of all the talent available in our market. Situations can change quickly. It keeps us a step ahead, whether we need to fill a permanent position or find a specialist for a short-term assignment.
• It’s consistent with our mission of serving as a public relations resource. We want to be a PR resource for everyone; we don’t discriminate against job applicants.
• Every person I’ve hired since 1992 has been as a result of this process. No advertising costs. No executive recruitment fees.
• Major corporations and other organizations in the area are aware of our policy. We receive calls frequently asking for recommendations and resumes. (Remember our “PR Resource” mission?)
• It sharpens the interview skills of all our employees who participate.
• These applicants eventually get jobs. Not necessarily with us of course, but better still, companies which can hire us. Individuals who’ve remembered that we gave them the time when others wouldn’t have rewarded us on numerous occasions.
• It’s proven to be great PR for our firm.
• It’s the right thing to do. We’ve all been on the other side of the desk.

We talk to students, people wanting to change careers, individuals who are unemployed or currently employed and actively looking for work in the public relations field. We make the time by simply establishing a few ground rules. All such interviews are conducted between 8:00 – 8:30 a.m. They last no longer than 20 minutes, and we are up-front with the individuals that while we may not have an opening, we’d be happy to learn about them, talk about our firm, and provide an overview of what’s happening in our market.

While this process may still seem frightening to some, it’s well worth it. We are continually delighted by the quality of people we meet and the level of talented PR professionals residing in our community. As for me, I’m grateful for every day that I have an office from which to work.

As I reread the piece today, I wouldn't change a word. You could do a world of good by taking 20 minutes of your day, at least once a week, to offer your ear and your counsel to a person looking for a new job. You could make an enormous difference in someone's life and in all likelihood help your own business in the process. If you like the idea for yourself, start as soon as you can and use the power of social media to spread the word. If you have any questions about it, please share them as a comment! Thanks!

Image from http://www.internetmarketinginc.com/blog

Client Service and The Job Interview

As agencies, if we're only as strong as our people, then why wouldn't we want to interview as many of them as possible? Don't we owe it to ourselves and our clients to do whatever we can to find the best available talent? No question about it!

Lately, I've receive a number of inquiries from job seekers asking for advice. Some of them need it, most of them don't, but I'm always happy to engage. Looking for a job is tough. Finding great people is just as tough. The resume is an inadequate vehicle to either present or judge talent. And web sites and Linkedin profiles don't do much to help either side determine if the fit is right. You have to meet face-to-face.

Over 10 years ago, much to the chagrin of agency principals and HR professionals alike, I wrote an article that Paul Holmes published describing my interviewing policy at the agency I owned at the time. Since I believe in that policy today as much as ever, I thought I'd pull it from the archives:

WHY WE INTERVIEW ANYONE WHO ASKS
INSIDE PR - September 15, 1997

Last week, we talked with several public relations firm principals to find out how cutting-edge firms are dealing with the challenge of attracting and retaining the best people. This week, one agency founder suggests a radical approach.

By Leo Bottary
In the fall of 1990, as the real estate market in New England plundered, I found myself without a job. I was laid off my position as director of public relations for a major real estate development corporation, and along with many in those days, found myself looking for work.

At the time, I was relatively self-assured about my background and experience. I had a good resume, strong portfolio, and several byline articles that I had written for various PR and industry trade books. I believed if I could just meet the employers face-to-face, then I could make a strong case for being hired.

I responded to ads, followed-up with phone calls, talked to recruiters, and exhausted my contacts. The competitive environment for communications positions was brutal. My greatest frustration was that I found securing actual face-to-face interviews next to impossible. It was six months before I actually found a job. Enough time to understand the feeling that comes from watching the business world function perfectly well without my personal involvement. I think I had three interviews during my entire search.

I promised myself that if the tables were ever turned, I would do whatever I could to give job applicants the opportunity to present themselves in person. Fortunately, the tables did turn, and since 1992 I have been in the position to hire people.

Today, we interview any person who calls our company seeking one.

Whenever I make that statement to people, their first reaction is: “How on earth do you have time?” What started out as a mission to keep a personal promise has turned into one of the most valuable initiatives for our organization. As a result, we make the time.

Here are the reasons for our interview policy:

• It keeps us informed of all the talent available in our market. Situations can change quickly. It keeps us a step ahead, whether we need to fill a permanent position or find a specialist for a short-term assignment.
• It’s consistent with our mission of serving as a public relations resource. We want to be a PR resource for everyone; we don’t discriminate against job applicants.
• Every person I’ve hired since 1992 has been as a result of this process. No advertising costs. No executive recruitment fees.
• Major corporations and other organizations in the area are aware of our policy. We receive calls frequently asking for recommendations and resumes. (Remember our “PR Resource” mission?)
• It sharpens the interview skills of all our employees who participate.
• These applicants eventually get jobs. Not necessarily with us of course, but better still, companies which can hire us. Individuals who’ve remembered that we gave them the time when others wouldn’t have rewarded us on numerous occasions.
• It’s proven to be great PR for our firm.
• It’s the right thing to do. We’ve all been on the other side of the desk.

We talk to students, people wanting to change careers, individuals who are unemployed or currently employed and actively looking for work in the public relations field. We make the time by simply establishing a few ground rules. All such interviews are conducted between 8:00 – 8:30 a.m. They last no longer than 20 minutes, and we are up-front with the individuals that while we may not have an opening, we’d be happy to learn about them, talk about our firm, and provide an overview of what’s happening in our market.

While this process may still seem frightening to some, it’s well worth it. We are continually delighted by the quality of people we meet and the level of talented PR professionals residing in our community. As for me, I’m grateful for every day that I have an office from which to work.