| These days as a manager you're constantly | | | | * Assess the individual's personality and how well |
| faced with decisions about layoffs, and often | | | | it fits the job. |
| wondering how to make the decision between | | | | 3. Skill and Aptitude. |
| two capable employees. In fact the decision is | | | | Of course, you want people who have the ability |
| similar to the hiring process. | | | | to do their job. Although, I have engaged team |
| I have a racing sailing team and my criteria for | | | | members who did not have 100% of the |
| selecting those team members is the same as | | | | requirements for the job, but had the aptitude |
| the criteria I have used for hiring (and firing) | | | | and desire to learn and bridge the gaps. As long |
| employees. Here are 3 key characteristics to look | | | | as you sense a good fit and high level of |
| for when assessing who you want to have on | | | | commitment, know that attitude and personality |
| your team: | | | | often weigh more in the long term since these |
| 1. Commitment. People who are truly committed | | | | attributes are inherent in individuals and not |
| are consistently present and engaged. They show | | | | learned traits. |
| up fully. They have their heads in the game 100%. | | | | Wouldn't it be preferable to have someone who |
| You can sense when people are truly dedicated in | | | | shows up consistently, plays well with others and |
| this way; and, on the flipside, when they are not. | | | | is growing into their role, than someone who is |
| Trust your intuition in assessing someone's level | | | | capable of doing the job but is consistently absent |
| of engagement. | | | | and is destructively confrontational with others? |
| 2. Fit. People with complementary strengths form | | | | When I am choosing a team member for my |
| the best team, and may provide a healthy source | | | | sailing team, I assess the racers with these 3 |
| of conflict. Rather than a homogeneous group of | | | | attributes. Commitment and fit are as important |
| people, having differing opinions and attitudes will | | | | as skill and aptitude. Whether you are selecting a |
| create a stronger contribution to the whole. At | | | | new board member, a new team member, or |
| the same time, you want team members who | | | | making a difficult decision to let someone go, |
| play well together, to minimize the destructive | | | | consider these 3 attributes to assist your decision |
| potential of conflict. Also: | | | | making. |
| * Consider culture (the way we work around | | | | How do you assess these 3 characteristics? |
| here) and values (what's really important to us) | | | | Communication, through active listening, |
| and how your team member will fit in within that | | | | questioning, while focusing on understanding others |
| framework. | | | | and always, always, maintaining respect. |