Impressions: Finding That First Right Employee

Posted December 12, 2008

In Uncategorized

Throughout 2008 we had an interesting, uh, adventure in hiring, before we found our infrastructure queen, Kate Williams. Kate is blogging the Insider View, as previously self-employed, and now working with us. I expect that she’s going to embarrass the crumb out of me. The intention, however, is to be as transparent in our business as possible, so you can learn what really works (and what really doesn’t.)

Here’s the introduction to this series, including a list of all Insider View posts. Enjoy. Learn. Comment.

Here’s some inside story for you if you’re thinking about hiring an employee, need to but are dreading the responsibility, or have already and are feeling the pain of trying to act as if you know what you’re doing.

Coming to the Interview

It’s the middle of July and I ride up on my People 125 scooter in a sleeveless, long summer dress to interview for a part-time job at Heart of Business. I’ve been reading Mark’s articles for a year, I’ve read Unveiling the Heart of Your Business, and I’ve listened to him talk twice as a business owner myself. What a surprise to be guided to this unlikely moment.

I pull my helmet off and glance into a side view mirror hoping my hair isn’t irreparably smashed. Then I take out my upper and lower retainers–doing the teenage teeth straightening and TMJ repair thing at 47–because I just can’t bear to be speech impaired for their first impression.

I’m nervous walking up the 500 steps to their front door. Mark opens the door before I get there. Don’t trip on your dress, I think and smile. Making it inside in one piece, I knew I was on familiar ground.

The Interview

Holly’s in the kitchen asking if I want something to drink as Mark escorts me into a light, comfortable room with chairs and a big couch. I go for the couch; I don’t know why. As soon as I sit, it wants to pull me into a lean-back slouch with my legs crossed up under me. I fight the natural inclination and perch on the edge, keeping my feet firmly on the ground as Mark starts talking. He lets me know right away that he doesn’t really know what he’s doing, that he has a lot to learn about doing employees.

I’m impressed by his vulnerable honesty and flash on my first graduate program advisor, a published author I admired, who said on our first visit, “Well, I’ve never done this before. We’re going to have to figure this out together.” When I heard that from her, the oldest child in me was deeply disappointed, never managing to manifest that mentor-older sibling relationship. But hearing it from Mark felt like an opening. I knew I could help and that he could receive it. I also suspected that he could be that mentor for me at the same time.

Can You Handle Us? Can We Live with You?

“Holly and I have big personalities. Sometimes we can get into it. How do you handle big emotions?” . . .

Mark hands me a test. “Do you know about the Enneagram?” I say yes, a bit surprised but intrigued. I’m thinking, this is a great twist on the what’s your sign question. I’m wondering what the lucky number is already knowing that I’m a nine–the peacemaker–with a one wing and a one-to-one subtype. I get Mark to tell me that he’s a one–the perfectionist. Oh good, I think, here’s a guy who cares about quality and will not hesitate to let me know what he thinks is right. Oh god, I think, here’s a guy who will challenge my self-esteem regularly. And then there’s Holly who I find out is a four–more on that in future posts . . .

Mark comes back in. He finishes going through his scripted questions. He’s cautious. He so doesn’t want to make another hiring mistake. I go through mine, and I so want to make sure that I’m not there just because I’m afraid my business won’t support me.

An hour passes, and I find out that now it’s Holly’s turn. I take a deep breath. All this for a part-time admin assistant position. Yet it feels exciting because these people are as sincere and genuine about communication as I am. I think they’re over the top, and I like it.

Nearly two hours later . . . “Good to connect,” hugs, “We’ll call you . . .” They did . . .

If You Are New to Hiring Employees, Say So

Anybody worth your attention will know right away whether you know what you’re doing as an employer. Why not let them know up front. Find someone who is able and willing to be your guinea pig, someone who may even have experience managing employees themselves.

When you are at the point where you need to hire help, you don’t want to add the extra burden of having to be an all-knowing employer who takes on an employee who expects to simply follow his or her commands. And your employee doesn’t want to find out soon after they’re hired that the security they sought as an employee is paper thin.

Don’t be afraid to reveal some of your weak areas. The kind of employee you want to help you move from a single person to a multiple person business will want to support you at your learning edges. They will also want to be supported at theirs.

If you choose this level of transparency, find ways to acknowledge and reward your employee for the in between role they’re playing. It is your business, you make the decisions, but remember that that employee is willing to act as your peer and guide as you continue learning what it means to be an employer and grow your business beyond your own power and creative input.

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