Galileo For Superintendents

Several years ago, in his book Good to Great, author Jim Collins discussed the importance of "getting the right people on the bus" to build and ensure long-term organizational success. He was referring to the importance of hiring the right people to build and sustain the organization over time. However, knowing that we need to find and hire the right people falls short of knowing what to look for when hiring people for key organizational positions and responsibilities.

Collins recently published a sequel to Good to Great, titled How the Mighty Fall, in which he describes how some of the successful companies profiled in his earlier book have since fallen from greatness and in some cases have ceased to exist, while other companies have continued to thrive. In this more recent book, Collins also presents a brief description of the general characteristics we should seek in the people we want to fill key organizational positions--people who will play crucial roles in building and maintaining long-term organizational success.

Interestingly, Collins advocates hiring for these characteristics, rather than attempting to develop or nurture them in people who do not naturally bring these attitudes and commitments to their work. In school- and district-level positions, it can be difficult to move people out who currently hold key positions, and opportunities to hire key staff members do not present themselves very frequently. Consequently, we need to be very careful and fully certain that we have identified the right people to "get on the bus" before making a commitment. Here are the six general characteristics that Collins' research suggests are good indicators of who would be the "right people" for key seats in most organizations.

First, Collins advises us to find people who already share the core values of the organization. These people naturally gravitate to the most important work of the organization. Further, when enough people hold these core values that their influence reaches critical mass, people who do not share these values typically start to leave. He also cautions that we generally cannot nurture or teach people to share core values, which iterates the need to hire for this attribute.

The second characteristic is the absence of the need to be tightly managed. Look for people who are self-motivated and self-managing. These people are often wired to be the best they can be. Even without constant external "motivating," these people are driven to be productive and perform at high levels.

Third, Collins advises hiring people who understand that they don't have "jobs," they have "responsibilities." These people know the difference between a task list and the work for which they are truly responsible. Collins notes that these people can quickly and easily complete the sentence, "I am the one ultimately responsible for ."

A fourth characteristic is a pattern of holding commitments sacred. These people do what they say they will do without complaining or making excuses. They think carefully before making a commitment, but once it's made you can depend on them to carry it out. They also are not likely to promise something that is beyond their power to deliver.

Fifth is passion for the organization and its work. These people are passionate, committed, and intense when it comes to accomplishing the work and mission of the organization.

Sixth, Collins offers that the right people are quick to give credit to others for success and are equally quick to take the blame when mistakes are made and success eludes them. They do not blame others or circumstances for mistakes or failure. They are slow to take credit and quick to accept blame.

Upon reflection, the items on the list are not particularly surprising individually. However, assembling a team made up of members with these characteristics may be among the most important work we can do as leaders. When we have done so, we position ourselves to really lead, create, and move the organization forward.

Sources:
Collins, J. (2001). Good to great. New York: HarperCollins.
Collins, J. (2009). How the mighty fall. New York: HarperCollins.

What to listen and look for when searching for "the right people to get on the bus"

Listen for a match between the candidate's values and what your organization holds closest to its collective "heart." Then probe for compelling examples of how the candidate has lived these values in past roles. Describing the values of the organization as one's own is one thing; providing multiple strong examples of how the values have been lived is another.
Listen for phrases such as "self-starter," "committed finisher," and "always striving to learn and become better." Probe for examples of high satisfaction resulting from success achieved through persistence, initiative, and discipline.
Listen for messages of responsibility over details of tasks and jobs. Probe for examples of times when the candidate felt accountable to stand in the gap or ensure follow through and circumstances when he or she sees himself or herself as the person who will take ultimate responsibility.
Listen for seriousness about commitments, care in making promises, and consistency in following through. Look for examples of making and keeping promises and giving extra effort to avoid letting someone down after making a promise or other commitment.
Listen for passion that is focused on important work and the potential that such passion will be transferred to the work of your organization. Look for examples of passion in action and intensity in his or her work.
Listen for quickness to share credit for success, without regret or false humility, and for willingness to accept blame, even when not fully deserved. Look for specific examples when credit was fully and willingly shared and blame was claimed rather than assigned.

Based on Collins (2001, 2009)