5 Top Tips for Hiring
One of the surprising things that I’m hearing from pastors these days is that they are sensing the need to hire more staff to meet the new needs that have surfaced in this season. And by shifting around their church budgets, some dollars have been freed up to do so.
As you might imagine, these men and women are pretty excited about this. Putting together a winning team is one of the biggest privileges a leader has. You are able to cultivate a culture through the people you place in significant roles and serve alongside them.
When a solid team is in place, ministry is a joy. Conversely, when a weak or unhealthy team is in place, ministry is a pain. This makes selecting the right people to be on your team one of the most important aspects of leadership.
Here are five statements I recently came across that can serve you well when it comes to inviting people to join a team:
1. Character first…always.
Toward that end, executive coach Steve Graves offers this powerful insight: “The negative traits of leaders are amplified through the organization, and the positive traits are muffled.”
“The negative traits of leaders are amplified through the organization, and the positive traits are muffled.” – Steve Graves
In other words, the “negative” traits of leaders spread more quickly and more loudly through an organization than the positive ones. And when that toxicity gets into the organizational bloodstream, it can do real damage.
If the person is excellent at his or her craft or discipline but there are some “yellow flags” as it relates to the person’s character, do not make the hire. Take plenty of time to test this, checking references, asking probing questions, listening to your gut. I learned this the hard way, so let me say it again. Do. Not. Hire. When. There. Are. Character. Concerns.
2. Character then chemistry then competency.
We all believe (or we should all believe) that character is most important when it comes to selecting a new team member. But what is next in terms of importance, chemistry or competence?
Ben Wasson suggests that the answer is chemistry. The reason why is because a new team member who is deeply committed to the values of the team (chemistry) will benefit from the collective competency of the team as he/she is being trained.
However, a new team member who is competent but not committed to the mission and values (“This is us. This is what we’re about. This is where we’re headed.”) will adversely impact the culture of the team.
A new team member who is deeply committed to the values of the team will benefit from the collective competency of the team. However, a new team member who is competent but not committed to the mission and values will adversely impact the culture of the team.
Of course, there needs to be some degree of competency. After all, the reason you’re hiring them is to fulfill a role and meet a need. Nonetheless, prioritize chemistry over competency.
One way to do this is to bring other trusted team members into the process, allowing them some opportunities to interact with the candidate. They might well be able to help diagnose chemistry.
3. Hire 5 to do the work of 10 and pay them like 8.
Jim Collins offered the above quote in his best-selling book, Good to Great. I think it’s pure gold.
There are often two polar opposite approaches to hiring and staffing. Approach one is to hire as many as possible and pay them as little as possible. The hope, of course, is to make up for a lack of quality with quantity.
Approach two is to hire a few and pay them very well while expecting a lot from them. That is to go for quality. Such an investment will bear great dividends in the future.
Hiring high-level talent not only accomplishes their immediate responsibilities but beyond that they add all sorts of passion and insight to the mission as a whole.
4. The best test if someone can lead from a staff level is to see if the person could lead from a volunteer level.
This one comes from John Maxwell and it underscores the value of hiring from within. Those who lead volunteers as volunteers lead with conviction and vision without the benefit of a paycheck.
If they can equip others, and care for those they lead minus financial remuneration, it speaks to what they can and will do when given a paycheck. Leaders who need a paycheck as their sole motivation are always poor leaders.
Those who lead volunteers as volunteers lead with conviction and vision without the benefit of a paycheck. Leaders who need a paycheck as their sole motivation are always poor leaders.
5. Be cautious if the person is obsessed about the title.
Augustine, the early church father, said it differently and more powerfully: “No one can be a good bishop if he loves his title and not his task.”
“No one can be a good bishop if he loves his title and not his task.” – St. Augustine
If we love our title more than our task our primary motivation is ourselves, that we will be seen by others as important rather than as a servant. We love the prestige of our positions more than the people our positions are designed to serve.
Look for people who are passionate about what they get to do more than they are passionate about what they will be called. Such servant leaders are attractive to others and can help create an environment that is a joy to a part of.
To be sure, these aren’t the only tips for hiring. Yet I found them to be quite insightful. I’d be curious to know if you have some to add. Feel free to use the comment section below.
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