The Mennel Milling Company

Jim Beauregard

Have you ever had a job you completely hated, a job that produced such loathing, your commute to work was filled with stress, anxiety, and sometimes even fear? Do you remember what caused this? If you are like most people, the “what” was a “who.”

Regardless of whether it was your boss or a coworker, it is people that are usually responsible for making those they work with unhappy, unproductive, and employed elsewhere.

For this reason, screening and evaluation of candidates are vitally important. Yet surprisingly, little training is typically done to prepare hiring managers for this process.

In most cases, it is simple to assess whether a person can perform a job. A proper resume will emphasize education, work experience, and accomplishments, making it easy to identify qualified candidates. But the resume does not answer the real questions:1) Who is this person really? and 2) Will they fit with the rest of your team? You do not want to jeopardize productivity and a thriving team environment with the proverbial bad apple, and all it takes is one.

I was struck by the enormity of this truth while watching a Simon Sinek video on high-performing teams. In it, he said, “Go to any team, and ask, ‘Who’s the ---hole,’ and they’ll all point to the same person.” His audience roared with laughter, as did I, but it hammered home how one bad hire will negatively affect me, my team, and my company.

As a hiring manager, you must prioritize team culture over individual credentials. Personality is especially important when hiring for your team. You and your team will be spending 40– 60 hours a week together—more time than most people spend with family or friends. You simply cannot afford to spend that amount of time with individuals of questionable character and low trust. How, then, can you tell if you are hiring the right candidate?

“The true strength of a team lies in its character. Hiring individuals with integrity, strong values, and good humor will elevate your culture and drive long-term success”

To answer that question, you must first get back to basics:1) Do they arrive on time for the interview? 2) Are they dressed as if the interview matters to them? 3) Do they have a firm handshake (beware of both the limp wrist and the hand crusher)? 4) Do they make eye contact when speaking to you? If the answers to the above are affirmative, the interview is off to a good start.

Next, ask questions that draw out authentic responses. One technique I use is a “lightning round” of questions, where I first explain that there are no right or wrong answers. The questions are “this or that” in nature, from whimsical (“Coke or Pepsi,” “dogs or cats”) to higher depth (“Big Bang or Intelligent Design,” “truth: absolute or relative”). These questions are designed to elicit responses the candidate will not have rehearsed. In addition to being a good icebreaker, you’ll gain deeper insight by asking follow-up questions like, “Why do you think that is?” or “Why is that important to you?” This allows you to discern what drives this individual and how they perceive the people and world around them.

Next, involve as many members of your team as possible. My favorite part of the process is having my team share a meal with the candidate. We go to lunch outside the office in an informal setting and simply let people talk. Carefully observe the candidate’s interactions with the team, and most importantly, get post-interview feedback on their impressions of the candidate, as they will be working closely with and trusting this individual should they be hired.

Lastly, one of my biggest “tells” in an interview is whether the candidate laughs. William James said, “We don’t laugh because we’re happy—we’re happy because we laugh.” I could not agree more. Laughter is a critical indicator of a people-oriented and balanced individual. With so many stressors inherent in the workplace—aggressive deadlines, heavy workload, profitability pressures, project ambiguity, customer complaints and more— the last thing you need is drama, conflict, or people who simply do not know how to enjoy the company of their teammates.

The true strength of a team lies in its character. Hiring individuals with integrity, strong values, and good humor will elevate your culture and drive long-term success. On the other hand, even the most skilled hires will become toxic liabilities if they lack character. Do not be blinded by credentials—prioritize cultural fit and character every single time.