From Mom to Me Again Book Summary

Volume Summary — Who

The A Method for Hiring

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This book has been recommended to me by dozens and dozens of people. I was putting it off as it'southward virtually hiring and it wasn't relevant to me for the past twelvemonth. As the Startmate Fellowship selection solar day is happening this next week — I picked it up and loved it.

1 paragraph summary:

'W ho' gives you a great replicable framework for hiring A players for the office y'all demand to make full. It provides a footstep by step process to make the about out of every interview, provide the optimal feel for the interviewee and maximum information for the interviewer. The 2 basic steps are: #1 Create a scorecard #2 Bank check if the candidate fits the scorecard.

The nigh of import decisions that businesspeople make are not what decisions, but who decisions.

Every company's largest trouble is to rent and retain the best and right people for the job.

Use the A method for optimal hiring.

#1 Scorecard

• describes exactly what you lot want a person to accomplish in this role
• clarification of outcomes and competencies that define the task well washed
• NOT a job clarification

The scorecard should list the following:

1. Mission — in plain English, it'southward a good mission if nobody has to ask clarifying questions
2. Outcomes, which must be accomplished — ideally iii–8 outcomes — non activities the candidate will be doing, but stuff they must get washed
3. Competencies, which ensure

• Behavioural fit — some ideas for A players: Efficiency, Integrity, Planning, Aggressiveness, Follow through, Intelligence, Analytical skills, Attending to detail, Persistence, Proactivity, Flexibility, Ability to Rent/Develop others, Creativity, Enthusiasm, Listening, High Standards, Advice, Persuasion
• Cultural fit — "What adjectives would you use to depict our culture?"

Notation:

Don't hire generalists. Every role you're hiring for should be well defined. Task requirements are rarely general. If you lot've defined the role correctly you should be looking for narrow but deep expertise.

We all want employees to be great at everything, but in fact few are, and those who are may well demand higher salaries that make usa pay for "features" that we don't need. Remember, it's all almost the specific skill gear up you need when you need it.

Scorecards interpret your business concern programme into office by role outcomes and create alignment among your team, and they unify your culture and ensure people understand your expectations.

#2 Source

• systematic sourcing earlier you have roles to fill
• the best way to source candidates is to ask for referrals from your personal and professional networks.
• actively build your network through referrals and stay in contact
• ever follow up with "who practice you lot know who might exist a skilful fit for my company?"
• every senior exec'south job should be to source three candidates who can pass a phone interview
• be open and honest with recruiters

#3 Select

• structured interviews so you tin can rate your scorecard
• series of four interviews which build on each other

ane) Screening Interview

1. What are your career goals? if no goals or likewise close to website goals, screen them out — everybody should have their own goals
2. What are you really good at professionally? ever press for examples, if significantly different to scorecard screen them out
3. What are yous not good at or non interested in doing professionally? dismiss weaknesses which are strengths, identify v–8 areas, tell them you will talk to bosses
4. Who were your last five bosses, and who will they each rate your performance on 1–x scale when we talk to them? "what volition they say when I call them" — 6 is bad, 7 is neutral, you're looking for 8–10, dig into why

E'er dig deeper with "What, How, Tell Me More than".

Gut feeling is particularly important in determining who non to hire, not for hiring.

ii) Topgrading Interview

• Go through each position starting chronologically.
• Can take 3–five hours depending on position.
• You lot have to interrupt
• 3Ps — how did your performance compare to i. previous year, 2. programme, iii. peers
• Body language — look for inconsistencies to statements, dig deeper

1. What were you hired to do? Build your mental model equally to what the Scorecard would have looked similar
2. What accomplishments are you lot nigh proud of? Heed to outcomes linked to their sometime and your new scorecard, screen out if talk generally about meeting people or events
3. What were some of the low points during your job? Keep pushing, rephrase "What went really wrong? Biggest mistake? done differently? parts you didn't like? peers stronger than you?"
4. Who were the people you worked with? Name? How was work with him/her? They say biggest? strengths/weaknesses? Don't allow them off the hook
5. Why did you leave your job? pushed out non good (if pushed out >xx% of jobs don't rent, A players decided to leave later being successful

3) Focused Interview

• talk about outcomes and competencies on your scorecard

1. Purpose of this interview is to talk most [competencies / outcomes]
2. What are your biggest accomplishments in this surface area?
3. What are your insights into your biggest mistakes and lessons learned?

four) Reference Interview

Don't e'er skip this footstep!

1. Option the right references — don't but employ the provided reference list
2. Ask the candidate to ready the calls
3. 7 reference calls — 3 bosses, 2 peers/customers, 2 subordinates

Questions:

1. What context did you work together?
2. Biggest strengths?
3. Biggest areas of improvements dorsum then ?
4. How would you lot rate their performance 1–10? Why?
5. The person said they struggled with X and Y. Tin can you lot tell me more near that?

If they just confirm the dates of employment, that is a bad sign. If somebody really thinks that a person is practiced, they're going to practise more than that.

• Um'southward and Er'southward are another code for unspoken problems. Hesitation means unspoken and carefully chosen words.

The absence of enthusiasm is a terrible sign.

five) Skill / Will Bull's Eye

You hire if:

• skill (what they can do)
• will (what they want to practice)

matches your scorecard.

Red Flags

• does non mention by failures
• candidate exaggerates
• takes credit for the work of others
• speaks poorly of past bosses
• cannot explicate job moves
• managerial positions — never had to hire or burn down
• more interested in compensation and benefits than chore
• tries too hard to look like an expert
• self-absorbed
• "winning" things that don't matter
• starting sentences with "no', 'but', 'nonetheless' → overactive ego
• winners don't blame
• making excuses for their challenges
• excessive demand to "be me" → might not be able to adapt

#4 Sell

• persuade them to bring together

After interviewing them for hours you should have a good idea what matters for them. You should sell them in all the below categories.

1. Fit — company's vision with private's goals
2. Family — making the change as easy as possible for the family unit
3. Freedom — won't micromanage you
4. Fortune — financial upside and stability
5. Fun — personal relationships and activities

You lot should ever exist selling:

1. Sourcing
2. Interviewing
3. Betwixt offer and acceptance
4. Acceptance and commencement day
5. Outset 100 days

If y'all accept the choice to be or hire somebody to err on the side of being likewise fast and focused versus existence ho-hum and extremely collaborative, we recommend going with the fast and focused option.

Emotional intelligence is important, but merely when matched with the propensity to get things done.

The Dreamteam #1 → Startmate

The Dreamteam #ii → Blackbird

Dreamteaming — only be yourself! → Expert30

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Source: https://medium.com/mbreads/book-summary-who-c4a437d8ae3a

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