Book highlights: Who - solve your #1 problem



Mission for

Outcomes - OKRS 3-5 main

Hire specialists

P30 - Critical competencies for A players


Honesty and integrity

Organization and planning


Follow through on commitments


Analytical skills

Attention to detail




Ability to hire A players

Ability to develop people


Calm under pressure

Strategic thinking/visioning



Work Ethic

High standards

Listening skills

Openness to criticism and ideas






Ego under control

Requisite intellect


not evaluating cultural fit is one of the biggest readons for hiring mistakes

what adjective would you use to describe our culture?

transalte your culture and values into a series of competencies that matter for every job

Be clear about the type of peaople you are looking for

Scorecards are the guardians of your culture

Scorecards begin with your strategy

***beat your competitors by focusing on great service


set expectations

Monitor employee progress over time

objectify your annual review system

Allow you to rate your team annually as part of a talent review process


Linking our business plan to peoples jobs

clear expectations

its all about specific skill set you need when you need it

decide on a few competencies that really matter

P44: how to crate a scorecard

Mission for "customer service"

Outcomes: three to eight objective outcomes

Competencies: role based

Ensure alignment & communicate: compare with business plan

Source: generating a flow of a players

Of all the ways to source candidates, the number one method is to ask for referrals from your personal and professional networks

constantly on the hunt for talented people to bring into the company

'Who are the most talented people you know that i should hire?


Talented people know talented people

Who are the most talented people you know that I should hire?

Ask your customers for the names of the most talented salespeople who call on them.

Ask your business partners who they think are the most effective business developers.

who knows your needs and culture better than the people already working for you

Source three candidates who can pass a phone screen

**Internal sourcing scorecard - source x number of A player candidates per year - then reward those who achieve or exceed the goal

Rewards up to $5000 if the company hires somebody the deputy sourced

P56 - Arowana advisory board stock provided

**hiring researches to augment your sourcing efforts - identify names for your internal recruiting team or managers to pursue

Orient recruiting researchers to your culture, business needs, management style and preferences,

**Sue recommended that you and I connect. I understand that you are great at what you do. I am always on the lookout for talented people and would love the chance to get to know you. Even if you are perfectly content in your current job, I’d love to introduce myself and hear about your a career interests.

**now that you know a little about me, who are the most telented people you know who might be a good fit for my company?

**How to source

  1. referrals from your professional and personal networks
  2. Referrals from your employees
  3. Deputising friends of the firm
  4. Hiring recruiters
  5. Hiring researchers
  6. Sourcing systems

Select - the four interviews for spotting a players

A series of four interviews

use the time to collect facts and data about somebody’s performance track record that spans decades

the four interviews are:

the screening interview

the who interview

the focussed interview

the reference interview

the screening interview

short phone base interview designed to clear out B & C players

eliminate peoplw who are inappropriate for the role as soon as possible

conduct by phone and takes no more than 30 minutes

**P70 - Interview guide

what are your career goals

share career goals that match your company needs. Talented people know what they want and are not afraid to tell you about it.

you also want them to speak with passion and energy about topics that are aligned with the Role

what are you really good at professionally

Push candidates to tell you 8-12 positives so you can build a complete picture of their professional aptitude. Ask for examples (For context)

If you see a major gap between someones strengths and the scorecard, screen that person out

what are you not good at or not interested in doing professionally

use the fear of the reference check - what do you think they will say are some things you are not good at Or not interested in?

you need to identify at least 5-8 areas where a person falls short, lacks interest, or doesn’t want to operate

who were your last five bosses and how will they each rate your performance on a 1-10 scale when we talk to them?

What makes you think they will rate you a 7?

you are looking for lots of 8,9,10 - 7 neutral and 6s and below actually bad

Set the call up at the start with:

I’m looking forward to our time together, here’s what I’d like to do. I’d like to spend the first 20 minutes getting to know you, after that I’m happy to answer any questions you have so you can get to know us?

Now you can launch into your screening questions

P74 - how to collapse the call or get more information

Do this persons strengths match the scorecard?

Are the weaknesses manageable

Get curious

What, how, tell me more


gut feel and instinct should be used in determining who not to hire


Who interview guideline P82->

  1. What were you hired to do?
  2. discover their scorecard, goals and targets, how was their success measured?
  3. what was their mission and key outcomes?
  4. What accomplishments are you most proud of?
  5. discussion around peaks of a persons career
  6. accomplishments that match your scorecard are most desirable
  7. when accomplishments lack correlation to the expectation of the job
  8. a players talk about outcomes, b & c talk about events, people they met, aspects they liked without ever getting into results
  9. What were some low points during that job
  10. what really went wrong?
  11. what was your biggest mistake
  12. what would you gave done differently?
  13. what part of the job did you not like?
  14. in what ways were your peers stronger than you?
  15. Who were the people you worked with, Specifically? - (TORC threat of reference check)
  16. What was your bosses name and how do you spell that? (forcing them to spell sends a message)
  17. What was it like working with him/her? What will he/she tell me were your biggest strengths and areas for improvement?
  18. How would you rate the team you inherited on an ABC scale? What changes did you make? Did you hire anybody, fire anybody? how would you rate the team when you left on an ABC scale?
  19. Why did you leave that job?
  20. We’re the candidates promoted, recruited or fired
  21. were they taking the next step or running from something
  22. how did they feel about it?
  23. how did their boss react to the news
  24. find out why

Boards make mistakes when they dont take the time to learn about the story about the person

the who interview is a chrononological walk through of a persons career


Divide a persons career into chapters

each chapter could be a job or a group of jobs that span 3-5 years

then ask five questions for each of the eight chapters

start with the earliest then move forward - as ther career unfolded

who interview - three hours or 90 minute for entry level roles

conduct the interview with a colleague

one person ask questions while the other takes notes

start with setting expectations - p93


Master tactic - interrupting

Interrupt once every three or four minutes to keep the candidate on course

im really excited to hear more about such and such approach works best that’s the shut you up approach

Use the three P’s

questions you can use to clarify how valuable an accomplishment was in any context

  1. how did your performance compare to the previous years performance?
  2. How did your performance compare to the plan?
  3. How did your performance compare to that of your peers?

Push versus pull

people who perform well are generally pulled to greater opportunities

people who perform poorly are often pushed out of their jobs

do not hire anybody who has been pushed out of 20% or more of their jobs

Ask =, why did you leave that job?

push - it was mutual, it was time for me to leave, my boss and I were not getting along

pull - my biggest client hired me, my old boss recruited me to a bigger job

painting a picture

you always try to put yourself in someone else’s shoes. What happened in your last job? Why did that not work out, you are trying to put yourself in their shoes to understand how and why they are making decisions and handling problems

stopping and the stop signs

watch for shifts in body language and other inconsistencies

the biggest indicator is when you hear inconsistencies

get curious when you hear this and find out exactly how great they actually did

The focussed interview P100

focussed interviews allow you to gather additional, specific information about your candidate

these interviews offer a chance to involve other team members directly in the hiring process

It is focussed on the outcomes and competencies of the scorecard

what how tell me more

keep asking until you understand what the person did and how she did it

be sure to include competencies and outcomes that go beyond the specifics of the job to embrace the larger values of the company


fastmoving, aggressive company, results oriengaged, work toward continIOU’s improvement, customers and products matter first and foremost.

one cultural fit interview for every candidate

after the who interview, ensure people are capable and able to thrive in the environment of

**page 104 goes through the interview day process

the reference interview - testing what you learned


three things to do to have successful reference interviews

pick the right references

ask the candidate to contact the references to setup the call

conduct the right number of reference interviews

interview three past bosses, two peers or customers and two subordinates

refernce interview questions page 107 (same as screening interview questions)

what, how tell me more questions for context - framework for clarifying responses

the best way to learn about a ceo is not to talk to their boses but their subordinates

you want To get down two or three levels

if they just confirm dates of employment, this is a bad sign - if someone really thinks that person is good, they are going to do more than that

if the statements are red flags

ask when confronted with ups and ers - what do they mean etc

faint praise in interviews is daring praise

you want 90% or better chance on your scorecard versus skills p 114 and p115

red flags - candidate Dow’s not mention past failures


takes credit for others work

speaks poorly of past bosses

cannot explain job moves

pople most important to the candidate are unsupportive of change

candidate has never had to hire or fire

candidate is more interested in compensation and benefits than the job itself

candiate tries too hard to look like an expert

candidate is self absorbed


P121 - how to select an A player



five ways to seal the deal and get over the line

put yourself in his or her shoes

fit, family, freedom, fortune, fun


ties together the companies vision, needs and culture with the candidates goals strenights and values - here is where the company is going and this is how you fit in


what can we do to make this as easy as possible for your family?


is the autonomy of the candidate to make their own decisions and I will not micromanage you


reflects the stability of your company

if you accomplish your objectives, you will make x over the next 5 years


describes the work environment and the personal relationships you will make

Selling Fit

The better the fit the higher the chances of success

fit means showing your candidate how his or her goals, talents and values fit into your vision, strategy and culture

Show that you are as concerned with the fit for them as you are in the fit for you


goals strengths and values of its recruits

focus on selling the spouse, children and friends of the candidate


demonstrating how A candidate would be rewarded if he or she joined your company

***Pay people on a performance basis

Link it against the scorecard

**define the scorecard for Sean - OKRS define from company - then we can talk to these points

Page 44 - Mission - outcomes - competencies - ensure alignment and communicated

Small improvements for contractors - EGPR KPIS, Waheed, Ana Holt

Thinking big, developing the business

What concerns do they have?

Software access - email, Slite,

Great leaders are persistent



consumer products


Screening interview/who interview/Focussed interview/reference interview/Skill will bulls eye

Youve got to do whatever it takes when you are sure you have identified the right person

**Lookup paragraph structure subject and predicate - supporting points

How to install the a mehod for hiring in your company

  1. make people your top priority
  2. follow the a method yourself
  3. build support among your executive team
  4. Cast a clear vision for the organisation and reinforce it through every communication with he broader team
  5. Train your team on best practices
  6. Remove barriers that imode success
  7. Implement new policies tha support change.
  8. no scorecard, no job requisition
  9. Recognise and reward those who use the a method and achieve results
  10. Remove manager who are not on board
  11. Celebrate wins and plan for more change


Learned to accept coaching -

Develop the key leadership skill o picking a players


gain a thorough understanding of hiring issues before you begin



standardization of the hiring process

use he she or they

An a player is someone who accomplishes the goals on the scorecard

An a player is not an all round athlete

An A player is someone who accomplishes the outcomes you define in a manner consistent with your culture and values

A players get the job done while embracing the culture

A players can do the work well together because each understands and is selected for a unique role in the broader context of the team

the scorecards changes the hire you climb in an organization

what got you promoted one rank wont necessarily get you promoted to the next

Build scorecards for each role by reviewing the strategy for each business unit and its implications on each position for today and especially for two to three years out

Not everyone has to be good at everything, they just have to be good at one thing

***To figure out he scorecard for what matters in the job, just think about what success looks like for the role and how you could measure it through metrics or observations

Finished book - yay

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