
Several years ago, I was hired at a technology start-up as the Manager of Recruitment. The company had no internal hiring process in place other than listing a job on Craigslist and conducting an interview or two. I was hired to create and establish a recruiting department that could hire 110 people within the eleven coming months. It was ambitious, to say the least. Especially given that there was no real capital behind the organization — this, I didn’t know until several months in.
I discovered the lack of available funds when the phone company came out to collect money, in person – or they were going to shut off services to our growing and phone-needy company. This was the can of worms, the snowball, Pandora’s box…, the cat trying to get out of the proverbial bag. I was hired by a CEO that professed ethics at every corner, that insisted ethics training was a must, that haunted our halls with biblical quotes and acts of goodness. His ruse was sadly, but thankfully discovered before too many others were hurt or lost too much more money.
I look back on this experience with appreciation, for I learned to question and not just take things at face-value, I also learned to listen to and then follow my gut. I have often thought about the hiring the I did, the fifty-four souls I lured into taking positions as grandiose as a VP of Finance and as modest as an admin assistant or as complicated as an organic chemist and as simple as a lab assistant hired to clean up spills and watch the time. I can remember
wishing that I could hire a new CEO, one to replace the shyster inhabiting the corner office – the one who didn’t pay our state income taxes but certainly deducted them from our pay. A practice that was not discovered until several employees were laid off but unable to collect unemployment because the state had no record of them paying those taxes.
A successful and visionary CEO requires not only ability to manage and motivate, but also intelligence and experience in business and its ways, and a clear-cut character – one that has the courage to do what is right, to uphold ethical and judicial laws. Should these desirable characteristics be a trade-off in order to hire someone with hard-core business competence? Should character-less leaders be tolerated because they can supposedly lead an organization to financial success?
Interestingly enough, this same CEO, a leader to whom
at one point I looked up, also sat me down during a frustrating hire, “Rayanne, I want us to hire for character – I can teach anyone a skill – you cannot teach character.” Apparently,
in his case, you can’t learn it either. And while this particular CEO proved the point by his own actions, he also proved the statement. Hire for character.
Warren Buffet has hired his share of employees and has done very well for himself. He stated, “In looking for people to hire, look for three qualities: integrity, intelligence, and energy. But if you don’t have the first, the other two will kill you.” Great advice, I think I’ll take it.
Rayanne Thorn, @ray_anne is the Marketing Director for the online recruiting software company, Broadbean Technology. She is also a proud mother of four residing in Laguna Beach, California, and a contributor for Blogging4Jobs. Connect with her on LinkedIn.
