Recruiting managers bring an additional set of requirements to the table.
Even when the new manager has all the relevant technical experience to succeed in their job, there is still room for error.
What could go wrong?
1) The hiring manager and the new manager do not get along.
This is when both the hiring manager and the new manager discover they are disappointed with each other. There is little you can do when they can't work together.
Egos get inflated, and it's difficult to get one party to reposition itself for the sake of restarting the relationship.
It often has to do with the way we initially started the recruiting project.
Most likely with the way the job was defined in the first place.
It's really key to take the time to really think through what the new managers are expected to implement. I know, I know... looking three to four years ahead is unrealistic.
But we need to get clarity on what needs to be implemented (at least) during the first 12 months on the job.
This way, we won't attract the wrong candidates.
Moreover, the new hire should learn early in the process what the reasons are they might not want to join the firm.
Maximum clarity is always better than half-truths.
2) The newly hired manager is not committed to the project.
Explain to your candidates early in the process that every stakeholder in the organization expects that the new hire will raise the talent bar.
This is not a cozy job, but a job where the right person can really shine.
If this is not the case, the hiring manager should look into how this job can be transformed into an exciting one.
Top talent will not join your company if the job does not allow them to shine or perform.
And then, if the job proves too bland or too demanding, the new manager will start losing commitment.
We cannot get the appropriate match without sharing sufficient information.
3) Inadequate interpersonal skills
The new manager's lack of interpersonal skills means everyone around them will feel they got the short end of the stick.
There is such a large amount of negative perception that the person will generate that it will be extremely difficult to recover.
Managers with great interpersonal skills have teams motivated to perform.
Staff retention is good. People feel they have someone representing them in higher hierarchies.
4) Lack of adaptability
Change has become the only constant nowadays.
This is why adaptability comes at a premium.
It has become a great predictor of success for all managers. The higher the position, the greater the importance of adaptability to succeed.
5) Dissatisfaction with the organization's pace
One manager can thrive or get suffocated because of the pace of the organization.
Lack of focus, clarity, delays in decision-making, stress, and burnout are all at play when there is a mismatch.
6) Not being able to operate under a scarcity of resources
No one has sufficient resources.
Teams and their managers could always do better with more resources.
The organization needs to step up and ensure a certain level of resources is available at all times.
But during current times operating in a missing resource environment happens more often than not.
Good managers can help organizations reduce costs, improve efficiencies, and boost productivity. They can get these results by properly managing existing resources. But it would help tremendously if they were able to operate when resources were scarce.
On the other hand, employees feel they have to compete for available resources to do their jobs (despite awareness of how scarce resources are). This causes conflicts.
Here is one more layer of complexity that adds up to managers’ responsibilities.
7) Lack of self-organization
Planning, taking responsibility for your actions, having the capacity to come up with creative solutions, and having the capacity to focus are of extremely high importance when it comes to self-organization.
Self-organization for managers will always go beyond their agenda.
A lack of it will cause the team to suffer as well.
8) Lack of ability to build, manage, and develop a team
One thing is often understated when hiring managers.
In every team below the former manager, there is a senior person.
This is often the informal leader of the team.
Sometimes they are promoted internally as the next manager. Other times, they don't want a more senior position.
If the new manager proves unfit for the job, this senior will most likely leave. Other top performers may follow swiftly.
When the best contributor(s) leave(s), the team’s output suffers, and the team loses their valuable input.
The hiring manager is already in a worse situation than before the hire.
What to do?
Managers can always adjust or fail in their roles.
The most important thing is that, once hired, they have constant feedback.
Having frequent one-on-ones during the trial period and beyond is key.
Think about an Olympic athlete who only receives feedback after their first official race in the Olympics. It does not work this way.
The coach is there for them all the way, providing actual feedback from the initial training sessions.
These eight items should be on all interview checklists during the hiring process. All these areas are too important.
Any mismatch will generate difficulties for all parties involved.
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