Something I’ve noticed about my best clients is they hire well – particularly in the area of key employees. My clients who struggle to successfully grow, change or get to the next level, usually don’t. It’s a common pattern and provokes the question: What does it take to ‘hire well’?

First, it’s important to be able to hire well for all positions. However, key positions are uniquely critical. I typically define a ‘key position’ as a leadership or expertise role. For some small and medium sized organizations, however, it might include a strong administrative assistant. Many times, a key employee may not directly generate revenue or provide services; so, their hire is often viewed as either an investment or a risk (depending on the perspective of the employer). Less often, but with no less importance, they might be a provider position such as the medical director of a clinic.

A well-chosen, key employee will do at least one, if not more, of three things:

• They will lift an enormous management burden from current leadership.
• They will personally create, or take advantage of, opportunities that were previously beyond reach.
• They will dramatically improve the performance of everyone within their sphere of influence.

Here’s what my best clients do to ensure continuing success with good hires:

1. Hire someone with demonstrated capacity – both experience and expertise. In fact, the key hire is often far better at their job then the person hiring them. They have a strong track record.
2. Hire self-directed leaders. These are people who can see, or help figure out, what needs to be done. They don’t sit and wait for the next set of instructions. They don’t spend their energy on maintaining a status quo that no longer best serves the organization.
3. Hire people who have a passion for the mission and organizational excellence. Regardless of industry, find someone who can get excited about the mission and excited about the idea of working with a great team and organization.
4. Hire confident leaders who engage well with others. Engaging well goes beyond being a good team player (and being a team player doesn’t mean being someone who doesn’t “rock the boat”). Leaders who engage well combine the ability to be assertive on topics related to mission while listening well and meaningfully valuing those around them. Leaders must lead. Those who don’t engage well will cost you in the long run.
5. Create a match between their desires and their role. These people want to feel challenged, want to learn and they want to meaningfully contribute. If they don’t want these things, don’t hire them. However, often times, we place these people in roles that don’t challenge them, or restrict their opportunities for growth or contribution. The best leaders will leave under these circumstances.

Here’s what my continuously struggling clients do:

1. Make sure they’re the smartest person in the room. Some leaders are threatened by anyone else who “shines”. So, they always hire people who either don’t have the confidence to lead well, or the skills to meaningfully contribute. They hire people who, at best, provide a neutral benefit.
2. Hire people without a sense of direction. Related to the above, my struggling clients tend to hire people who need to be led and managed; as opposed to those who can provide effective leadership and management.
3. Hire people interested only in their own advancement or who wish they were doing something else. In other words, they hire someone who clearly isn’t planning on contributing or investing himself or herself in the joint success of the organization. These are takers; not builders or contributors. It’s okay for interns; but, not key positions.
4. Hire a “jerk” or someone with a compliant personality. Assertiveness doesn’t mean a lack of respect or valuing. And getting along with others doesn’t mean rolling over or acquiescing.
5. Overlook creating a match between desire and role. We lead people, not machines. The degree to which you can help people feel engaged, fulfilled, and valued in their roles is the degree to which you will be able to find, choose and retain high-value key employees.

Think of your last key hire who worked well for you. How well did your hiring decisions match the first “successful companies” list? Think of a key hire who didn’t work out. To what degree did the hiring process match the second “struggling companies” list?

What one change can you make in terms of effectively making your next key hire?