Technical skills can be taught, character cannot. Hire character. Technical skills are easy to define and measure. You can quantify someone’s expertise on software. You can give a test to measure knowledge. You either have a degree, or you don’t. When hiring we focus on these measurable aspects of a person’s resumé, but these aren’t important, at least not as much as character. You can teach someone software. You can send them to a class to close some gap in technical skills. It’s much more difficult to send someone to a class to teach them to inspire, collaborate, or be visionary. When you hire, focus on the character skills that are non-negotiable. Continue reading
As deadlines near, there is something in the air – panic! While this isn’t always the case, it frequently is. A big project or deal has hit do-or-die time, and suddenly leaders within the organization worry about whether the company will meet with success. What can often be seen in that moment is more involvement from upper-level leaders and a lot more oversight, with a little bit of micromanaging thrown in for good measure.
Critical projects and deals warrant involvement from key leadership. If a lot is at stake, it’s understandable why upper management should be asking the right questions; these people often can bring the right perspective to avoid unnecessary hiccups. But, if you are a leader in this position, pause and ask yourself these questions before jumping in: Continue reading