You’re Not the Person I Hired!: A CEO’s Survival Guide to Hiring Top Talent
By Janet Boydell, Barry Deutsch and Brad Remillard
Up to 56 percent of new executives fail within the first 12 to 18 months in a new position, according to Boydell. How do these failures happen?
- Whose fault is it when the person who seemed like a fired-up go-getter turns out to be indifferent to goals she didn’t set herself?
- Whose fault is it when the person hired to overhaul the IT department turns out to be short-tempered, impractical, and a lousy communicator who alienates every other department head?
- Whose fault is it when the news sales manager seems to have no impact at all on penetrating two new markets, a mission-critical goal that he seemed fully capable of achieving during the interview process?
“There is only one way we’ve discovered to make sure your next executive or managerial hire is successful,” write the authors. “Tightly define what success will look like before the search begins, and focus like a laser beam on verifying that each candidate you see has the demonstrated potential to create that success.”
To that end, the book aims to reveal the most common hiring mistakes for executive and managerial positions, and to show CEOs how to beat the odds and get the right people on the bus. Based on The Success Factor Methodology developed by Deutsch and Brad Remillard, “You’re Not the Person I Hired!” presents a structured approach to executive hiring that helps companies avoid repeating predictable pitfalls that plague many high-level hires.
It includes solutions to these common scenarios:
- Making the number-one hiring mistake
- Not finding enough top-quality candidates
- Asking superficial and meaningless interview questions
- Failing to identify candidates who embellish and exaggerate
- Failing to verify interview data with deep, insightful reference checks
- Discovering 12 months down the road that the person you hired is not the person you needed
Every organization, large or small, for-profit or nonprofit, public or private, is capable of using the methodology presented to significantly improve its hiring success at the executive and managerial levels, write the authors–and to make sure the person you bring into a critical job is, in fact, the person he or she appears to be.