The Metiss Group's Blog

Recruiting does not end when a new employee starts. It is important to cement retention during the first 90 days of employment. Hiring managers must make sure the employee’s desk is prepared for their first day.  Do they have a computer? Are their phones ready?  Is their work area ready?  Is there a plan for their first few days, including lunch?  And most important of all: do they understand their accountabilities?

Hiring managers should meet with the new direct report on their first day, and on a regular basis during the first 90 days to provide feedback and review the new hire’s accountabilities. It’s best for the hiring manager to formally check in with the new direct report at 30, 60, and 90 days to see if their expectations match reality, whether they have all of the resources they need, and to provide mutual feedback.

Hiring managers need a plan to provide adequate training and resources for the new direct report so that they can be successful. This doesn’t mean just providing them with manuals to read.  Hiring managers should have the new hire shadow people in different areas or have some of the most experienced people share war stories.  If they must read manuals, schedule breaks at various sections of the manual to discuss application of what they read to the work they will be doing.

Considering all of the hiring manager’s resources it took to recruit a new hire, it’s important for them to cement the relationship with the new hire and empower them for success right from the beginning.

2.9013 to 1 — that’s the ratio of positive comments/experiences/expressions for every one negative exposure to make a team successful.  Psychologist Marcial Losada bases this data on an extensive mathematical model.  A 3 to 1 ratio or more is needed to create a positive atmosphere, and according to other research, a 6 to 1 ratio for teams to produce their best work.

Leaders need to ask what their positive to negative interaction ratio is for each of their direct reports.  The positive interactions can be quite simple.  A “great job” comment, a quick “thank you” email, a smile when passing by, or a “good morning” welcome all add to the positive interaction tally.

Leaders spend countless dollars on performance training and incentives but simple, genuine positive interactions will do more to increase success than any other influence.

Empowered leaders deliver at least three positive interactions for every one negative, and increase their leadership effectiveness for success.

Any parent with more then one child knows how different they are (pet owners know this, too).  In sports, most of the great coaches are successful because they know each of their players require a different type of leadership.  Unfortunately, many leaders have one leadership style they apply to each of their direct reports and expect their direct reports to excel.

Everyone has different behavior styles and workplace motivations.  Some direct reports respond best with a firm message, others with a gentle nudging, and others with lengthy conversations.  Some people are motivated by recognition, others by money, and others by altruism.  The best leaders take time to understand their direct reports’ differences and tailor their leadership approaches to each person.

Empowered leaders understand their direct reports’ behavioral styles and motivations, apply unique leadership approaches, and are more successful leaders.

Escalation of commitment is the tendency for people to continue to support previously unsuccessful endeavors. With all the talent decisions leaders make, it is inevitable that some poor decisions will be made. Of course, the logical thing to do in these instances is to change that decision or try to reverse it. However, sometimes leaders feel compelled not only to stick with their personal decision, but also to further invest in that decision because they have made a commitment; never is this more apparent than with a hiring decision gone bad.

If a leader’s instincts, observations, and development efforts to date clearly indicate they made a hiring mistake, fight the emotion to invest further time and energy in a direct report that is not going to work out.  Everyone makes a mistake, that’s how we learn.  The key is understanding the mistake, cutting losses, and fixing it.

Leaders who know they need to let go of a poor performing direct report should put together a specific 30-90 day performance plan and make sure the direct report understands they will be asked to leave if the plan is not achieved.  Leaders should hold them accountable to the performance plan and hold themselves accountable to following through on the dismissal, learn from their mistake, and move on.  Escalating the commitment and trying to make an unwilling or incompetent direct report better just makes the termination harder when they finally come to terms with it.

Empowered leaders overcome the natural tendency to unnecessarily work through a poor hire and their teams are more successful.