His particular point, as I recall it, was that the most important factor in ensuring successful recruitment, especially at senior level, was the need to ensure that the individual fitted into and subscribed to the company’s culture.
In other words, was the person likeable? Ed suggested that the acronym of TEC should be reversed so that the most important factor was C for chemistry. E for experience may or may not be relevant and T for technology (whatever function of the business that implied) should frankly be a given. We wouldn’t, for example, recruit a sales person to be financial controller (or the other way round for that matter).
I recall a colleague of mine once recruiting a salesman and I asked him: “What sort of a person is he?”
“Oh” he said: “He’s horrible but he will do a great job for us”
The salesman lasted six weeks and caused chaos and consternation in the business.
It does seem very simplistic to say that we need to like a person before hiring them but beneath all the facade of leadership and management we are merely human beings and we do tend to work better with people with whom we get on.
How often have we heard that “we need to get the right people on the bus”? Defining the “right people” needs to start with “Do they fit in to our ethos and culture, do they and will they get on with others and do they smile more than they frown?”
After that the experts can come in and decide on the best candidate but only after the list has been comprehensively filtered to eliminate the horribles.
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