As I turned my body upside down into crow position surrounded by the 100 Degrees Consulting team (we were doing yoga at a team retreat!), I was struck with gratitude for the other women who’ve joined my company to help me serve entrepreneurs and nonprofits around the globe. It was particularly meaningful because, as a highly energetic and motivated Type A, I am accustomed to and comfortable with doing it all myself.
But I realized several months ago, that if we were going to achieve our mission to provide sound financial management through strategic and personalized CFO support to as many leaders as possible, I couldn’t do it alone. So I hired an assistant. And then another CFO. And another CFO.
Our retreat last month was the first time I’d met any of my team members in person (hello, remote working!) but we hit it off as if we’d always known each other. There are a few reasons why, and it all has to do with the interview process. I thought I’d share a few tips today on how to add the right people to your team.
1. Treat the interview like a conversation.
Create a list of questions to guide you but let the conversation go where it goes. Don't obsess with taking notes on every single answer; look your candidates in the eye, ask probing follow-up questions and try to learn who they are. Their grad school transcript will not be indicative of their success in the organization; let's assume they've made it this far because on paper they are absolutely qualified. Can you imagine communicating with them daily? Working on a high-impact project together? Watching them interact with your board or other stakeholders? How do you feel about all this?
2. Ask the right questions.
Don't ask stupid (or illegal!) questions. If you were stuck in a jar, what kind of fruit would you want in there with you? is ridiculous and tells you nothing about the candidate. Don't try to be funny or clever. Here are some great pointers on asking the right questions. I especially love the forward-thinking questions like, Outline your plan for this job or forecast the evolution of this job.
3. Scrap the resume and look for culture fit.
Once you've determined that they have the basic qualifications, look for culture fit. How will they interact with the other team members or the CEO or your customers? Are they passionate about your mission? Does their attitude and outlook on life jive with the organization? I've seen candidates hired based on the top school, big name work experience, or fancy volunteering on their CV but they flopped within weeks at the new place because they just weren't a culture fit. Ask them what they're looking for in their next employer's culture.
4. Be mindful of formality but don't be uptight.
The entrepreneurial and nonprofit spaces can vary wildly in terms of formality. I've seen everything from suits-and-ties to leggings-and-hoodies all be acceptable. As an interviewer, I expect job candidates to put effort into their appearance and show me you care about the job, BUT I'm not deducting mental points if you don't have a leather folio or a perfectly coordinated belt and shoes.
5. Invite other people to participate in the interview process.
When it comes to hiring, more minds can be better than just one. It's important to get other peoples' perspectives on how this person would fit into the organization, since it's unlikely she will work alone 100% of the time. How does this finance person come across to non-finance people? Does his communication come across as effective or arrogant?
Are you doing any hiring this summer? Who are you adding to your team?
