Episode 33 | Turnover & Leadership

Finding the right person for the right role is hard enough in a stable workforce, but in today’s environment, where turnover is high and people are constantly reassessing their careers, it's even harder. So, what's my strategy for hiring a "star" in an unstable workforce?

Strategy #1: Be Honest with Yourself About Your Talents, Needs, Pet Peeves, and Expectations

The first step I took to overcome my hiring challenges was to ask myself a question I often ask my consulting or executive coaching clients: What do I really want and need in this position? The answer? It surprised me.

Here’s the thing: for those who’ve worked with me, I used to think I was a pretty easy-going person. My reasoning? I really dislike drama, I don’t enjoy conflict, and I value simplicity. To me, that translated into being easy-going—someone who likes things clear, uncluttered, and free of chaos.

But here’s where it gets interesting: While I crave simplicity, I also have a high standard for quality. I may prefer streamlined processes, but I like those processes to be exquisite and impactful. I’m an introvert, but when I do engage with others, I want those conversations to be meaningful, enjoyable, and a little entertaining. So, as it turns out, I’m not as easy-going as I thought—I’m excellence-oriented.

This realization was a game-changer. It shifted my perspective, and my “must-have” list for new hires began to look a lot different.

Another insight I gained from this self-reflection is that I’m more tech-savvy than I’d originally thought. I’ve always compared my tech skills to my kids—who are all very tech-oriented—but when I look at the average nonprofit professional, I’m more advanced than I realized. I’m online for everything, from managing my calendar to using project management tools, virtual meetings, and even creating my own website and podcast. If I’m going to work closely with someone, they need to be able to keep up with my tech-savvy pace.

Finally, I’ve always moved fast. It’s in my DNA—my grandfather and dad expected us to work quickly, and I’ve carried that pace into my professional life. So, when I was hiring, I realized that I wasn’t just looking for someone with basic qualifications. I needed someone who could keep up with my speed, my tech needs, and my desire for quality.

Strategy #2: Develop a Must-Have List

Once I understood what I needed in myself as a leader, the next step was creating a must-have list for the role. These weren’t just basic qualifications; they were the specific skills, traits, and qualities that would help someone thrive in my unique environment.

For example:

• I value stability, resilience, and loyalty, so I prefer candidates who have worked with one company for at least 3 years—5 years or more is ideal.

• I struggle with reading between the lines and need excellent communication and conflict resolution skills in those who work with me.

• Since I move fast, I need someone who can thrive in a fast-paced environment.

• I’m also detail-oriented and need someone who can anticipate needs and handle the details I may miss in my rush.

• And, as someone who relies heavily on technology, tech proficiency is a must—especially in Microsoft Office, Outlook, and project management software.

  
  

These insights and my must-have list have helped me see why some past candidates didn’t work out. They had great personalities and basic qualifications, but they lacked the specific skills and traits that align with my leadership style and company culture.

Strategy #3: Develop a Screening System That Ensures the Presence of Your Must-Haves

Once I had my must-have list, I created a screening system to evaluate candidates before the interview. This system helps me assess if a candidate truly aligns with my needs before I’m influenced by their personality or the interview setting. Here’s how it works:

1. Monitor the basics: Are they on time? Are they dressed appropriately? Are they prepared for the interview?

2. Preliminary test: We issue a tech proficiency test that’s specific to the tools and systems we use at Interfaith. It gives us a sense of their capability.

3. Pre-interview survey: We ask candidates to share their thoughts, beliefs, and work history in a way that helps us evaluate their cultural alignment. This also gives us insight into their written communication skills.

   
   

This screening process has been a game-changer. It’s allowed us to eliminate candidates who weren’t a fit, and it’s helped us quickly identify those who align with both the technical and cultural needs of our team.

The Bottom Line

To sum it up, here’s my approach to hiring the right people and minimizing turnover:

1. Complete an honest assessment of your leadership style, needs, and expectations.

2. Create a must-have list that goes beyond basic qualifications and aligns with the unique culture and needs of your organization.

3. Develop a pre-screening process that evaluates candidates’ alignment with your must-haves, saving you time and ensuring a better fit.

   
   

I hope these strategies help you find the right talent for your team. If you’d like to dive deeper into your hiring process or develop a personalized strategy, feel free to reach out for a hiring strategy session.

Lastly, let me leave you with a little spiritual encouragement as you move forward in your leadership journey. Remember: the right people are out there, and with the right strategy, you’ll find them.