Patrick Lencioni and Cody Thompson explore why so many companies hire poorly. They present three qualities to look for in an interview that has nothing to do with technical expertise or experience. They reveal the most dangerous hire that companies should avoid at all costs.
This conversation illuminated the critical importance of not only hiring the right people but also ensuring they resonate with the core values and culture of an organization. In this post, we’ll share the insights and strategies we discussed, which are essential for any leader or HR professional looking to enhance their hiring process.
One of the most compelling points made by Pat was the significance of defining company culture. It’s not just about filling a position; it’s about understanding what and who you’re hiring for. A CEO once confided in Pat, questioning their hiring practices, which underscores the need for alignment between hiring decisions and the company’s culture. This alignment is the bedrock of a successful organization.
During our discussion, we dissected the virtues of being humble, hungry, and smart, and how these traits impact hiring decisions. Pat described humility as being other-centered, not ego-driven, yet confident and honest about one’s abilities. ‘Smart’ in this context refers to emotional intelligence—the ability to read a room and adapt to its dynamics. ‘Hungry’ is characterized by a robust work ethic and the drive to exceed expectations.
The potential pitfalls of hiring individuals lacking in one or more of these virtues were a focal point of the conversation. We explored the implications of hiring “accidental mess makers” who lack emotional intelligence, “lovable slackers” without a strong work ethic, and “charmers” who are missing humility and hunger. These incomplete virtues can lead to significant challenges within an organization.
We also delved into the dangers of hiring individuals who are intelligent and hardworking but lack humility. These “skillful politicians” can project a facade of caring for others while being fundamentally self-interested. Identifying and weeding out such individuals during the interview process is crucial to prevent negative impacts on the organization.
Both Pat and Cody stressed the importance of nontraditional interview processes to assess a candidate’s true character. They suggested taking candidates out of the office to observe their reactions and interactions in various situations, such as shopping or traveling. This approach can reveal much about a candidate’s behavior and values.
Pat shared a personal experience where persistent questioning about a candidate’s ability to forgive unearthed a tendency to hold grudges. This example highlighted the significance of asking questions in varied ways to uncover the true nature of candidates.
The importance of conducting group interviews and involving multiple interviewers was emphasized to ensure a comprehensive evaluation of candidates. This strategy allows for diverse perspectives and a more thorough understanding of whether a candidate truly aligns with the organization’s values.
An intriguing concept introduced by Pat was “scaring them with sincerity.” This involves candidly communicating the organization’s core values to the candidate and making it clear that if they don’t embody these values, they might not find happiness within the company. This honesty allows candidates to self-select out of the process if they’re not a good fit.
Finally, we discussed the importance of managing values over objectives. Pat believes that behavior precedes objectives and that hiring for cultural fit and aligning values and behaviors leads to positive outcomes for the company and its stakeholders.
Our lighthearted exchange about Mexican food towards the end of the episode served as a reminder that while the hiring process is serious business, it’s also about finding people who can share in the lighter moments of company culture. The overarching message of our discussion was clear: hiring the right people has a profound impact on the performance and culture of a company. It’s a process that requires rigor, persistence, and a deep understanding of the organization’s core values.
In conclusion, the insights from this podcast episode are invaluable for anyone looking to refine their hiring practices. By focusing on the virtues of humble, hungry, and smart, and implementing a values-driven approach to interviews, organizations can ensure they attract and retain individuals who will contribute positively to their culture and success.
Show Notes
7:50 — Patrick Lencioni defines the humble, hungry & smart model.
11:00 — Patrick Lencioni describes people who have just one of the three virtues.
11:23 — People who are only humble: The Pawn
12:19 — People who are only hungry: The Bulldozer
12:53 — People who are only smart: The Charmer
14:19 — Patrick Lencioni describes people who have two of the three virtues.
14:48 — People who are humble and hungry: Accidental Mess-Maker.
15:42 — People who are humble and smart: Lovable Slacker.
17:17 — People who are smart and hungry: Skillful Politician.
18:36 — Cody Thompson asks Patrick Lencioni how to interview within this model.
19:25 — Interview Tip 1: have a non-traditional interview process
23:14 — Patrick Lencioni gives an example of hiring based on company values – Southwest Airlines
26:20 — Interview Tip 2: ask the question three times.
31:28 — Interview Tip 3: who should be doing the interviewing?
33:25 — Interview Tip 4: scare them with sincerity.
Email: [email protected]
