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Bonus Episode: Intensives and Hiring
Episode 1Bonus Episode8th June 2022 • PowerPivot • Leela Sinha
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Leela Sinha on wholistic SIEF-Smart hiring practices for intensive business leaders.

Watch this episode as a video:

https://youtu.be/DjYBFKwVf3Y

Links!

www.intensivesinstitute.com

SIEF assessment: https://intensivesinstitute.com/assessment/

Five-Session SIEF-Smart Hiring Package (includes getting to know your company, job description writing, interviewing, onboarding, and post-onboarding review):

https://app.acuityscheduling.com/catalog.php?owner=11389649&action=addCart&clear=1&id=1303349

Transcripts

Leela Sinha:

Hey everyone, my name is Leela Sinha. I'm the

Leela Sinha:

founder and director of the Intensives Institute, where we

Leela Sinha:

help intensives do their absolute best with their

Leela Sinha:

absolute biggest. And today, what we're going to talk about

Leela Sinha:

is intensives, who are founders, who are hiring. Now, before I

Leela Sinha:

get started, I do want to say just one thing for intensives,

Leela Sinha:

who are looking to get hired. Just one thing. Do not take a

Leela Sinha:

bad fit position. Don't do it. You will probably undermine

Leela Sinha:

yourself more than you realize. And yes, I'm saying this from

Leela Sinha:

experience. So there are two possible reasons why you might

Leela Sinha:

ignore my advice. One is if you are, if it's for survival,

Leela Sinha:

absolutely. Survival first. Survival first. Survival first.

Leela Sinha:

The other is, if you're taking a job, as a career growth move, if

Leela Sinha:

you know you need this job to get into that job, and that job

Leela Sinha:

is going to be a great fit, but this one's not. That's cool.

Leela Sinha:

That's cool, that's fine. However, if you are doing a

Leela Sinha:

survival strategy kind of move, if you're doing a career growth

Leela Sinha:

strategy kind of move, give yourself a clear exit date, and

Leela Sinha:

a clear exit plan. Do not move the goalposts and do not be

Leela Sinha:

disappointed in yourself if you're not performing at peak,

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because you're not going to. If you're not engaging at peak,

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because you're not going to. If you're not over delivering the

Leela Sinha:

way you usually do, that's fine. This is just about getting to

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the next step, you are borrowing an expansive strategy. And when

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we borrow expansive strategies, we behave differently, we

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perform differently. And it's really important for us to cut

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ourselves slack and understand what's happening in the

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background, in order to allow us to do that borrowing. So give

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yourself a break, do what you got to do. Absolutely, I'm 100%

Leela Sinha:

in favor of you staying alive. However, recognize also the

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mental toll that it's going to take, to take a position that's

Leela Sinha:

not a great fit; a much greater mental toll on you than on an

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expansive. So make sure that if you're doing this, you're doing

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it for the right reasons, for a limited period of time, and with

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low expectations for yourself, other than the exact thing

Leela Sinha:

you're aiming at. Now, moving on. Thing number two, I need to

Leela Sinha:

say, is this video is primarily aimed at intensives, who are

Leela Sinha:

hiring teams who already have established organizations.

Leela Sinha:

However, if you are an intensive who is hiring, like your first

Leela Sinha:

person, like you probably think you need to hire a VA, you

Leela Sinha:

probably don't need to hire a VA, you probably need to hire

Leela Sinha:

someone different. That's a whole other thing I can talk

Leela Sinha:

about. But but if you're hiring your first person, take a look

Leela Sinha:

at this video, understand what it's saying. But don't expect

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all of it to apply to you because I really am talking to

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people who have larger organizations. And by larger, I

don't mean a lot larger:

three people, four people, five

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people, 20 people, those are all in this, in the right size

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range. But you got to start somewhere, you got to hire your

don't mean a lot larger:

first person sometime. And if you're not in a position to hire

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a whole team right away, if you aren't VC funded, if you aren't,

don't mean a lot larger:

Angel Investor funded, if there's not some kind of money

don't mean a lot larger:

backing you if you're not your own angel investor, you probably

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can't hire that many people until you get up and running.

don't mean a lot larger:

And so you're probably just looking for a little bit of

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support. And that is completely legitimate. In fact, intensives

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have to hire earlier than expansives do. Because while we

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are capable of doing a lot, there are a lot of things that

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bog us way down way earlier in the process than an expansive

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would find. So we end up hiring our first person earlier. But

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then sometimes because we are kind of jack of all trades

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types, we can fill in a lot of gaps and use software and our

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own skill set to get a lot further before we hire the rest

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of the team. However, when you're ready to hire the rest of

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the team- hello, people. Hello intensives. Hello intensives

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founders, I am talking to you. So it's time. You've been

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working your way along kind of bootstrapping kind of jury

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rigging and kind of figuring out how to get things going in your

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company, your company is rolling, you've got like enough

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steady income that you feel like you can reasonably hire somebody

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and pay you know, pay a whole team and expand. And that's

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super exciting and a little overwhelming. Or you already

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have done that right. You already have an established team

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and now you're ready to do the next layer of hiring, you're

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ready to hire a few more people to help the people that you have

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so that you can move even further into that CEO role into

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that visionary role into that direction-setting role and be

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less and less involved in the kind of nitty gritty and

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minutiae of running your business, while simultaneously

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hanging on to the stuff that makes you love your business

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because otherwise that's not going to be so helpful. So

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hiring other people. Where do you start? Number one, always,

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number one, especially if you're an intensive. And I'm gonna say

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that a lot. But I know there are some expansives out there who

don't mean a lot larger:

will be watching this video just to hear what I have to say,

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which is great. But especially if you're an intensive, know

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yourself, know yourself, know yourself, know yourself. We are

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incredibly powerful, we are incredibly charismatic most of

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the time. And it is critical that we know what our strengths,

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what our weaknesses are, and what our SIEF types are. So if

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you have not taken the Sinha Intensive-Expansive Framework

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assessment, I highly recommend that you do so. You go to

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intensivesinstitute.com/assessment. And just take that long form

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assessment on that page, and it'll email you your score back,

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you'll get a score from zero to 10. And like a little bit of a

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primer on what an intensive or an expansive is, in case you

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ended up here without knowing what an intensive or an

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expansive is. Intensives, very briefly, intensives are people

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who go like hell and rest, like the dead, who get really into

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things or not into things at all, don't really sit with small

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talk or pretty chaos-tolerant or pretty risk-tolerant usually,

don't mean a lot larger:

although that depends on our trauma history. Of course, other

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things can intersect. And expansives. At the other end of

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the spectrum are very chill, very mellow, very steady. They

don't mean a lot larger:

don't like surprises, they don't like novelty, particularly

don't mean a lot larger:

expansives tend to be very narrow in their emotional

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expression. So they're excited, but they'll just be like, "Oh,

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yay." And they'll be disappointed. And they'll be

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like, "Oh, that's too bad," right? And there's not much

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distance between those two things visually, or

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auditorially. Whereas for an intensive, it's like really big

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in either direction. So think about those two things. If you

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aren't familiar with the framework, go to

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intensivesinstitute.com. There are more resources there. Know

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yourself. Know which type you are. Of course, if you're here

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already, you probably already know you're an intensive. Know,

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your score, are you a nine, which is almost all the way at

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the top of the scale? Are you like giggling because you're

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really an 11, but my scale only goes to 10? Are you a six? Are

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you a seven? Like where are you in the intensiveness realm? Are

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you right on the line? Like do you sometimes test as a five and

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sometimes as a six? Figure that out. Because who you are and how

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you are is going to affect how you interact with everyone just

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like it's going to affect your people.Are you high or low

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tolerance? That's the next question. Are you high or low

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tolerance? And do you work well in expansive environments if

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you're an intensive? Do you work well with expansives, if you're

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an intensive? Or do you really need things to be intensive

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around you in order to give your best work? Either one is fine.

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I'm low intensive, I mean low tolerance, I work very well with

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intensives. Not usually as well with expansives unless I'm

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explaining intensiveness to them. But it really depends on

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who you are and how you are. Do you have any lingering,

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lingering squishedness? So if you're familiar with my work and

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my materials, my book is called Your Not Too Much. You can find

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it on Amazon. If you, if you have read my materials, you'll

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know that squishedness is something that I talk about in

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terms of taking on the societal message that our intensiveness

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is wrong. If you are continuing to feel like maybe you're a bad

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person, maybe you would be better if you just weren't so

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squished. I mean, if you weren't so intensive, if you're

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beginning to feel like you would be a better person, if you

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weren't so intensive. And if you could just get rid of it, that

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would be better. That squishedness, and that's going

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to affect you, because then you're going to be down on your

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own intensiveness as well as intensiveness in anyone else.

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And you're going to feel a combination of like admiration

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and resentment for expansives. So you want to make sure that

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you're working on your own embracing of your own

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intensiveness. Especially as you move into leadership, you can't

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afford to feel crappy about something that's just part of

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who you are, and how you work and part of your brilliance and

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part of your power. Like all of those things come from your

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intensiveness. So you can't just like, eh, oh, well, I guess I'm

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going to feel crappy about myself now.

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Next step, once you know yourself, you know whether

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you're squished, you know whether your tolerance level is

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high or low. Your next question is your work in general the kind

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of work that you do, does it require some measure of

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tempering that tempering is again a concept I talk about in

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my book. Tempering and, in my intro class, I have a video

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intro class if you prefer that, tempering is when we kind of

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pull back a little bit, but we do it intentionally. It's not

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because I think I'm wrong. It's because I know that if I'm going

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to accomplish my goal, I need to perform a little bit less

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intensively in the environment where I'm operating in that

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moment and then I can just take it off and feel fine about it

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when I leave that environment. So we're not taking on the moral

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judgment. We're just you know, making a strategic choice; again

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taking on a expansive of behaviors as a strategy is

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something that we can do frequently. So you want to know

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the kind of work you're doing. Does it require tempering in

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order to do that work well? Are you working in an environment

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where everyone else is expansive, for example? Or where

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the process is just really slow and detail oriented? Does the

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work actually just need an expansive? Like, you're not

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going to hire an intensive, you're going to hire an

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expansive that might be your best solution. What is the SIEF

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type of your company? That's the third question. So the SIEF type

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of your company, all of our organizations and institutions,

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collections of people, have a SIEF type, just like individuals

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do. So if you have a company, you can kind of sit and consider

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like, how does your company handle rapid change? How does

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your company handle rapid growth? How does your company

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handle steadiness? How does your company handle predictability?

don't mean a lot larger:

Does it sort of lose its energy? Or does it move forward? And

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this is not necessarily the average of all the people

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working with you, this is its own thing. It's purely about the

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essence of your company or the spirit of your company. Is your

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company intensive or expansive? So again, does your work require

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tempering? Does it just require an expansive does, does this

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kind of work require expansiveness? What type is your

don't mean a lot larger:

company? Those are really important things to know. In

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this situation, the trap is going to be hiring an intensive

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because you feel seen and heard and understood even though what

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you needed was an expansive. And the zap, the good thing, is

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hiring an intensive because you need another intensives around

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here to do stuff you're not doing or hiring an expansive

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because you know no intensive is going to do this for more than

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10 minutes before they get tired of it. So now we're gonna move

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on to the particular job. This particular job that you're

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hiring for, does it need an intensive or an expansive? Does

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it need somebody who's super visionary? Does it need somebody

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who's super organized? Does it need somebody who's super detail

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oriented? Does it need somebody who's very creative, who's good

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on their feet, who thinks well in chaos? Do you need an

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intensive or an expansive? And also consider, especially if

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you're a high level intensive, if you're an intensive, who's at

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the 9 to 10 end of the scale, it's possible that what you need

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is another intensive but someone who is significantly more

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expansive than you. So if you're a nine, you might need a six,

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somebody who has more than two numbers separate from you.

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Usually that gap indicates that you're going to have a

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challenge. But it also indicates that you have different skill

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sets that you have different strengths. And that can be a

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real benefit. So consider that it's possible that what you need

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is an intensive, just not as intensive as you. Does this

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require someone who's high or low tolerance? Are they going to

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have to interact with clients who are really expansive? Are

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they going to have to interact with clients who are really

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intensive? Are they going to have to interact with a lot of

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like data and numbers and spreadsheets and exacting

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things? Or not? Does it require tempering? When it interacts

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with those people, you know, what, what are those people's

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needs? Do those people need to be treated with the particular

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kind of gentle, like low energy, even tempered expansiveness? Or

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are the people that they're handling, maybe they do need to

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be treated with white gloves? But maybe it's a more of a high

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intensity, like, oh, I'm right on it. I got you. Yes,

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absolutely, ma'am. Right, so, so consider what the needs are of

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the people that they'll be interacting with. If this person

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is going to interact directly with you, I can tell you right

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now, they need to be high-tolerance. Because they're

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interacting with you, and you're an intensive, that's why you're

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here. And they're going to need to be very capable of holding

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that line. So you're gonna say, Oh, my God, I just got this

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great idea, we're gonna go running off in this other

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direction. And they're going to need to have both the authority

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and the permission, as well as the skill to say,

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I understand that you're really excited about this. And here's

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what we need to do first, and you're going to need to be able

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to respect them in that counterbalancing. So make sure

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it's somebody that you can do that with. The trap in this, is

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believing that you need and can hire someone who is both. Who is

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a little bit of a SIEF nine and a little bit of a SIEF two, like

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really visionary and, and dynamic but with great

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organizational skills. No, no. I mean, you might find great

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organizational skills in an intensive, if that's what they

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turn their intensiveness toward. But you're not going to find

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someone who's a little bit of a nine and a little bit of a two.

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So if you if you think that it's better to have like all the

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things you need mashed into one job because one hiring seems

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better than two hiring, especially if you're dealing

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with small numbers of hours. Let me tell you right now that's not

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true. The trap is trying to hire one person for that job, the zap

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is splitting that job into two, so you can hire one of each and

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every one will be happy. So then you're going to hire a nine for

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a few hours and a two for a few hours. And they're each going to

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get to do the thing they're brilliant at and neither of them

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is going to be stressed out all the time, low level, just

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background noise stressed out, because even if they can do the

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other thing, it's really hard for them to do it. Okay, so

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we've gotten to the point where we understand the job we

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understand the needs, we understand the requirements,

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it's time to write the description and the application.

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So first of all, your application form should not be

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generic ever. There's no... there shouldn't... just don't.

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It should cater toward both the job and the SIEF type that

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you're trying to attract. From here on, you are both judging

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and being judged. You start setting cultural expectations

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for how your company operates here. So make the job

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description and application and process appeal to the right kind

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of person, if you know you're hiring an intensive, keep in

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lots of novelty and excitement and sparkle. And it's okay to

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surprise them. And it's okay to like do something wild a little

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bit. If you know you're trying to attract an expansive don't do

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that. They're just gonna feel weird and uncomfortable. And

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then they're not going to want to work for you. And they're not

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going to know why. Because the job description looks right,

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what you're looking for for an expansive is an experience that

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steady and reliable and predictable with lots of

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information, here's what to expect. And then you do exactly

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what you told them to expect. Because that makes an expansive,

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feel supported, that makes an expansive feel secure. So you

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want to make sure that whichever one you're hiring, your hiring

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process is turned toward that kind of person, that SIEF type.

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So if you're looking for intensives, and you get their

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attention, they start to you know, who's hiring who's

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interested, you get their attention, you got to keep them

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engaged with novelty with, you know, even automated emails, but

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automated emails that make them feel like like they should stay

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around, like they should stay involved through the process.

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And of course, you want the process to be as fast and

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streamlined as possible. That's just, that's just kinder to

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everybody, no matter what kind of person you're engaging. If

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you're hiring an expansive, give them lots and lots of

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information about the process, what to expect, give them time

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and space to digest it slowly. Give them checklists, give them

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spreadsheets, give them things that make it feel like

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everything is planned and everything is organized. This

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might be really hard, you might actually have to hire a

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contractor, just quickly, to help you create that experience.

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Or you can hire me to consult, I'll give you a little more

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information about that at the end. But you really want to make

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sure that you're creating this nurturing safe environment for

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an expansive, and this stimulating, engaging

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environment for an intensive.

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Do not lie about who you are, like, don't lie about your

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company, don't lie about yourself. But do make it

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welcoming for the people that you want. While simultaneously

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not lying about who you are. And benefits should follow types

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too. So as you're thinking about, you know what kind of

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benefits you're going to give this person, even if they're

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part time, intensives like a lot of flexibility, expansives like

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a lot of rhythm and a lot of routine. So you're gonna want to

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have a conversation with them, or just think ahead. And when

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you're thinking about what kinds of things to offer them, make

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sure you're offering them things that are appropriate to their

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SIEF type. Because, you know, and there are some variations

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intensives who have to be out at three to pick up their kid will

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have to have a regular schedule of being out at three to pick up

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their kid. But intensives and expansives, both are going to

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give you better work if they're in a better supported

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environment. And so you're gonna want to think about like, what

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kinds of things will keep an intensive engaged, what kinds of

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projects will keep an intensive engaged, what kinds of things

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will keep an expansive, feeling steady, and at ease so that they

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can do their best work. Because you really want out of whoever

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you hire, you really want their best work in as little stress as

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possible. So the trap here is pretending you're someone you're

don't mean a lot larger:

not or setting up a process that encourages applicants to pretend

don't mean a lot larger:

that they're someone they're not. So you want to make sure

don't mean a lot larger:

that you're clear about who you're looking for, but that

don't mean a lot larger:

you're never shaming someone for not being that person. You want

don't mean a lot larger:

to make sure that your process is like this is who we would

don't mean a lot larger:

love to see these are the qualifications we would love to

don't mean a lot larger:

see. These are the qualifications that are like you

don't mean a lot larger:

know, they're nice to have, we don't absolutely have to have

don't mean a lot larger:

them. The more clear you are and the more consistent you are no

don't mean a lot larger:

matter who you're selling to- because you're selling yourself

don't mean a lot larger:

right? No matter who you're selling, presenting yourself and

don't mean a lot larger:

this position to the more clear and consistent you are about

don't mean a lot larger:

what you say about what you're offering, the better off you'll

don't mean a lot larger:

be. The zap is setting up a process and atmosphere that

don't mean a lot larger:

encourages people to be honest about what environments and

don't mean a lot larger:

supports they need. Everybody knows Oh, I work better in

don't mean a lot larger:

silence Oh, I work better with music. Oh, I've worked better

don't mean a lot larger:

when people can just drop in and talk to me, Oh, I work better

don't mean a lot larger:

when I'm completely undisturbed; encourage people to be honest

don't mean a lot larger:

about what they need, make it clear that there's some

don't mean a lot larger:

flexibility in your company, about meeting those needs. And

don't mean a lot larger:

then you can seriously consider as part of the process, you can

don't mean a lot larger:

seriously consider whether you can include those as part of

don't mean a lot larger:

shaping the role. If you're going to need them to be like

don't mean a lot larger:

right on with something, tell them that; if you're going to

don't mean a lot larger:

have a lot of space for them to kind of create their own

don't mean a lot larger:

structure, their own role, tell them that. And if you need them

don't mean a lot larger:

to be responsive to your own intensiveness, tell them that

don't mean a lot larger:

and tell them, especially if you're working with an

don't mean a lot larger:

expansive, you want to make sure you set a container around the

don't mean a lot larger:

chaos as much as possible. Like if you need to brain dump to

don't mean a lot larger:

your person, periodically, you can let them know that like,

don't mean a lot larger:

okay, every Wednesday morning, we're gonna have a brain dump

don't mean a lot larger:

meeting. So don't, I'm not expecting you to like come to

don't mean a lot larger:

the meeting and take notes, we're going to record it, I'm

don't mean a lot larger:

going to make sure you get the transcript afterwards. And what

don't mean a lot larger:

I want you to do is be a sounding board for me so that my

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best ideas can come out because I'm a verbal processor. Which is

don't mean a lot larger:

very different from Oh, I had these six ideas, and we're going

don't mean a lot larger:

to execute them all, which is where an expansive goes with a

don't mean a lot larger:

brain dump. If they don't have other information. They're like,

don't mean a lot larger:

oh, no, I have to keep track of all this. And I have to make all

don't mean a lot larger:

this happen. And how is that going to work? It's not and

don't mean a lot larger:

that's fine. It's actually fine. But you need to tell them. Okay,

don't mean a lot larger:

so you put out the job description, you put out the

don't mean a lot larger:

application, the application makes as much sense as it can

don't mean a lot larger:

and you know, job applications are always a little weird. But

don't mean a lot larger:

it asks questions that are relevant, it doesn't ask

don't mean a lot larger:

questions that are not relevant. It invites people to tell their

don't mean a lot larger:

story in such a way that that they can fill in the blanks.

don't mean a lot larger:

This is especially important if you're trying to hire an

don't mean a lot larger:

intensive. If you're trying to hire an expansive, what you want

don't mean a lot larger:

to do instead is give them a lot of structure, give them a lot of

don't mean a lot larger:

clear questions, bullet points, lists, how many of this do you

don't mean a lot larger:

want, that kind of stuff will really help an expansive move

don't mean a lot larger:

through the process. An intensive will probably give you

don't mean a lot larger:

less predictable information unless they have really clear

don't mean a lot larger:

instructions. So if you need something really predictable, if

don't mean a lot larger:

you need like your last three employers, ask for your last

don't mean a lot larger:

three employers. But if you don't need that, don't ask for

don't mean a lot larger:

it, ask for the stuff that you really need, it's really going

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to help you make the right decision. And it's going to help

don't mean a lot larger:

them make the right decision. Now the interview.

don't mean a lot larger:

When you go into an interview, at that point, you're really

don't mean a lot larger:

discerning for fit, you want to see if this person is going to

don't mean a lot larger:

be able to do the job, you want to see if this person is going

don't mean a lot larger:

to be, you want to, you want to explore together, find out

don't mean a lot larger:

whether this role has enough in common with this person. And

don't mean a lot larger:

this person has enough in common with this role, that you want

don't mean a lot larger:

them in that role, that they'll be able to meet your needs in

don't mean a lot larger:

that role. And it might be that the job shifts a little bit if

don't mean a lot larger:

you find someone who's really brilliant, but doesn't have like

don't mean a lot larger:

a little of this or little of that you might be able to think

don't mean a lot larger:

of ways that you can shift the position, even in the process of

don't mean a lot larger:

the interview and selection process. So have some questions

don't mean a lot larger:

that will help you determine what the person's strengths are

don't mean a lot larger:

and whether they'll match the role. And you can ease back a

don't mean a lot larger:

little on SIEF type, you may have had them take the

don't mean a lot larger:

assessment, do not do not do not do not use the assessment as a

don't mean a lot larger:

gatekeeping tool, don't have them take the assessment first.

don't mean a lot larger:

And then and then decide who you're going to interview based

don't mean a lot larger:

on their assessment scores. The assessment is a very coarse

don't mean a lot larger:

tool. Instead, you want to use it as a way of exploring how

don't mean a lot larger:

this person might work and how this person might fit in with

don't mean a lot larger:

your institution or how they might not or what they might be

don't mean a lot larger:

able to do that you hadn't imagined. So don't use it as a

don't mean a lot larger:

gatekeeping tool, use it as information as you're going into

don't mean a lot larger:

the interview. You're probably going to be tempted to say "oh,

don't mean a lot larger:

well you're an expansive so I don't really want to consider

don't mean a lot larger:

this candidate" but don't do it. If they made it as far as the

don't mean a lot larger:

interview if they made it past the application process and all

don't mean a lot larger:

of that there's something you liked about them. So keep them

don't mean a lot larger:

in the queue and see what you need to do. See what they have

don't mean a lot larger:

see why it is that you were really attracted to them or they

don't mean a lot larger:

were really attracted to you or both. At this point type is less

don't mean a lot larger:

important than actual fit. Type is a tool and you hit this point

don't mean a lot larger:

where like their type is less important to their ability to do

don't mean a lot larger:

the job than their actual ability to do the job. Know what

don't mean a lot larger:

qualities you would have to see in say an expansive to hire them

don't mean a lot larger:

for a role that you think you want an intensive for or vice

don't mean a lot larger:

versa. Know, oh yeah well, the reason I think this is an

don't mean a lot larger:

intensive role is because they have to do a lot of management

don't mean a lot larger:

of kind of chaotic situations. So if somebody does great in

don't mean a lot larger:

chaotic situations, even though they're an expansive, then maybe

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I would hire them anyway, because it'd be awesome to have

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somebody in this role, who's really good at organization for

don't mean a lot larger:

a variety of other reasons. And that's something we usually find

don't mean a lot larger:

in expansives. No game playing. No gotchas. I shouldn't even

don't mean a lot larger:

have to say this. But somehow, we still live in a world where

don't mean a lot larger:

this is something that needs to be said. Be kind, this is not an

don't mean a lot larger:

adversarial process. This is not like you jockeying with them.

don't mean a lot larger:

This is not about how much work you can get for how little money

don't mean a lot larger:

this is not about how you can force someone to like, live up

don't mean a lot larger:

to their potential. You're an intensive, you understand people

don't mean a lot larger:

intuitively, usually. You can be shrewd, you can be mean, don't

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do it. You don't need to, you don't need to, it doesn't get

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you better employees, it doesn't build a better company culture.

don't mean a lot larger:

And if you establish that at the interview, you're stuck with it.

don't mean a lot larger:

Don't do it. Be nice. Be kind. Watch for hesitations that are

don't mean a lot larger:

consistent with one type or another. So if you're not sure,

don't mean a lot larger:

if this person is true to type, or if they're, if they're,

don't mean a lot larger:

you're kind of considering them across type, or if you're not

don't mean a lot larger:

sure, for some reason, what their type is. Maybe they like

don't mean a lot larger:

maybe they came back with a high SIEF score, but a low

don't mean a lot larger:

reliability score. Watch for hesitations that are consistent

don't mean a lot larger:

with one type or another. So are they really visionary? Do they

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get really excited about new creative ideas? Are they very

don't mean a lot larger:

planful? Do they say, Oh, well, yeah, I am. I have 16

don't mean a lot larger:

spreadsheets, and that's how I run my life. Are they really

don't mean a lot larger:

steady? Do they get inspired really easily do they like go

don't mean a lot larger:

down a rabbit hole with you for 15 minutes? Know what you need.

don't mean a lot larger:

And keep that in mind, one way or the other. Of course, if you

don't mean a lot larger:

like them, and they're not a fit, tell them as soon as

don't mean a lot larger:

possible, but also keep their name on file. And if they're

don't mean a lot larger:

amazing, super consider creating a role for them. You're an

don't mean a lot larger:

intensive founder, that is something you're really good at.

don't mean a lot larger:

And you don't want to let go of somebody who would be great in

don't mean a lot larger:

your company. Just make sure that it's they would be great in

don't mean a lot larger:

your company, and not you just really enjoyed talking to an

don't mean a lot larger:

intensive. And that's why the interview went three hours. Do

don't mean a lot larger:

not give anyone a final decision until you sleep on it.

don't mean a lot larger:

Intensives, we love love love to make our gut decisions. And you

don't mean a lot larger:

probably will have made a gut decision by the time you've

don't mean a lot larger:

wrapped your last interview. But don't give anyone a decision

don't mean a lot larger:

until you've slept on it like go from your gut. If you meet with

don't mean a lot larger:

somebody who's absolutely perfect, and you can't imagine a

don't mean a lot larger:

better candidate, then cancel the rest of your interviews. And

don't mean a lot larger:

then hire them.

don't mean a lot larger:

Because what you want to do is make sure that you're deeply in

don't mean a lot larger:

integrity through this whole process, or you're going to feel

don't mean a lot larger:

crappy about it every time you look at this person. And that's

don't mean a lot larger:

not a great way to go to work. The trap is loving the way you

don't mean a lot larger:

click with the other person so much that you forget what you're

don't mean a lot larger:

hiring for, and you hire the wrong person. And the zap is

don't mean a lot larger:

finding someone you feel good about who also has all the

don't mean a lot larger:

qualities you need. And that sometimes will take two rounds,

don't mean a lot larger:

sometimes it'll take, you know, creative readjustment of the of

don't mean a lot larger:

the materials of the job description in the posting and

don't mean a lot larger:

the application materials. But make sure that you do the work

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that you need for a good fit. The same way I said at the very

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beginning, that intensives looking for jobs shouldn't

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accept a bad fit except for a very narrow range of strategic

don't mean a lot larger:

reasons, you should not accept a bad fit either. It's better to

don't mean a lot larger:

hobble along for another two months and redo your search,

don't mean a lot larger:

than it is to end up with the wrong person in your company.

don't mean a lot larger:

Getting the wrong person out of a company when it's early

don't mean a lot larger:

stages, and when they're very embedded is really hard. And you

don't mean a lot larger:

don't want to have to do it. So of course you still have to

don't mean a lot larger:

accept the risk that perhaps something will go wrong,

don't mean a lot larger:

perhaps. But we don't want to encourage it to go wrong. So if

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you meet with everybody, and you don't find a fit, try again,

don't mean a lot larger:

redesign things, tweak things. Again, you can hire me to

don't mean a lot larger:

consult if you've gone through one search and it's failed.

don't mean a lot larger:

That's a great time to bring me in if you didn't bring me in

don't mean a lot larger:

initially. And we can figure out what you need to do to make your

don't mean a lot larger:

job posting and your work more appealing to the right people.

don't mean a lot larger:

If you go through it twice, and you're still having trouble, it

don't mean a lot larger:

might be you. And that's when it's a great time to do a one on

don't mean a lot larger:

one consult with me or, or just to go to your therapist and talk

don't mean a lot larger:

to your therapist about it. See if there's stuff under there

don't mean a lot larger:

that's keeping you from letting go of control, keeping you from

don't mean a lot larger:

engaging in a collaborative process with someone else, you

don't mean a lot larger:

know, figuring out what's going on. And finally, I'm going to

don't mean a lot larger:

talk a little bit about onboarding even though that's

don't mean a lot larger:

not technically part of the hiring process, because it's so

don't mean a lot larger:

critical. Again, you want to tailor the onboarding to the

don't mean a lot larger:

type, you want to give expansives lots of room to

don't mean a lot larger:

adjust, and lots of paperwork to read at home to get them up to

don't mean a lot larger:

speed. You want to give them formal meetings and get

don't mean a lot larger:

togethers to meet the team, you want to be really clear about

don't mean a lot larger:

the expectations, especially at the beginning, don't give them a

don't mean a lot larger:

lot of wiggle room just be like, "Okay, so, so we're just going

don't mean a lot larger:

to start you out here and here and here," and then set up a

don't mean a lot larger:

meeting at which you're going to exchange feedback after the

don't mean a lot larger:

first couple of weeks; not very long, just long enough for them

don't mean a lot larger:

to have felt what works and what doesn't work to get to know some

don't mean a lot larger:

people. Expansives are less likely to give you feedback

don't mean a lot larger:

spontaneously, so you want to make sure you create structures

don't mean a lot larger:

for that; they're less likely to go outside what they understand

don't mean a lot larger:

to be the expectation. So make sure you set up whatever you

don't mean a lot larger:

need from them as an expectation and create a space for it.

don't mean a lot larger:

Intensives need enough meaty intrigue to get them engaged and

don't mean a lot larger:

keep them excited, especially if there's any kind of lag between

don't mean a lot larger:

the interview and the onboarding. Lots of learn as you

don't mean a lot larger:

go, hands on, engaged kinds of learning is great. Not a lot of

don't mean a lot larger:

consequences for mistakes. If you teach them that they can't

don't mean a lot larger:

make mistakes, they won't take risks. And if they don't take

don't mean a lot larger:

risks, they're not going to bring their best. So make sure

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that there's a buffer system, you know, if they're gonna make

don't mean a lot larger:

mistakes, and that they can't send them live to the client,

don't mean a lot larger:

for example, then make sure that their deadlines are like a week

don't mean a lot larger:

before the client deadline so that they can share with you and

don't mean a lot larger:

and really give themselves the space to, to make that mistake,

don't mean a lot larger:

and then still have recovery time. Let them meet and chat

don't mean a lot larger:

with people in their own way. But make the opportunities easy

don't mean a lot larger:

for them create spaces where they can interact or where they

don't mean a lot larger:

can bump into people, or where they can just spontaneously

don't mean a lot larger:

message people. Send out some bios, this is probably good for

don't mean a lot larger:

everybody; send out some bios. So everybody kind of has some

don't mean a lot larger:

place to start. Sometimes it's really hard to start a

don't mean a lot larger:

conversation, especially if you're an intensive and you

don't mean a lot larger:

don't know if the other people will have anything in common

don't mean a lot larger:

with you. The audit for an onboarding process. Auditing an

don't mean a lot larger:

onboarding process probably takes only like an hour when we

don't mean a lot larger:

are auditing just for SIEF type. But it can make a huge

don't mean a lot larger:

difference in the in the arrival experience and in the the

don't mean a lot larger:

attitude that people have the experience, the initial

don't mean a lot larger:

experience that people have, the first impression they have of

don't mean a lot larger:

your organization. So absolutely, I can be hired for

don't mean a lot larger:

that as well. And then they're there. And then they're on your

don't mean a lot larger:

team, and then you can start to hand stuff over to them. And

don't mean a lot larger:

then you might need to work on handing stuff over to them. I

don't mean a lot larger:

know I always have trouble letting go of stuff. But when I

don't mean a lot larger:

do, it's such a relief when I just hand it to someone else.

don't mean a lot larger:

I'm like, this is your job. I don't have to think about it

don't mean a lot larger:

anymore. So just briefly, thank you for hanging out with me.

don't mean a lot larger:

to hire well, it's so important to hire well. And I think it's a

don't mean a lot larger:

process that often gets badly neglected. Getting the

don't mean a lot larger:

candidates in the door is something that, you know,

don't mean a lot larger:

there's an entire recruiting industry out there for it. But

don't mean a lot larger:

once the candidates are in the door, are you really handling it

don't mean a lot larger:

well? Are you really making sure you're bringing in the right

don't mean a lot larger:

candidates? Are you really going through the process in a way

don't mean a lot larger:

that's supportive for them. So thank you, thank you for

don't mean a lot larger:

considering all of that, in addition to all of the

don't mean a lot larger:

everything else that runs your company. If you want to hire me,

don't mean a lot larger:

I have a package on my website, which I'll put the link in the

don't mean a lot larger:

comments. It's a five session package we do. We do a getting

don't mean a lot larger:

to know you, I need to know your company. If I already know your

don't mean a lot larger:

company, we might be able to skip that one. Job Description,

don't mean a lot larger:

development, interview, onboarding, and then a post

don't mean a lot larger:

onboarding, like settling in; a review after about a month or

don't mean a lot larger:

six weeks. How's it going? Is there anything that you feel

don't mean a lot larger:

like needs to be tweaked or that's weird, and you're

don't mean a lot larger:

wondering how you could how you could address it. That's

don't mean a lot larger:

something I can help you with too. So that package is

don't mean a lot larger:

available on my website. Totally check it out, if you would like

don't mean a lot larger:

some support with SIEF hiring, SIEF smart hiring just makes

don't mean a lot larger:

things so much better for everybody. And it improves your

don't mean a lot larger:

odds of having the right candidate so dramatically, that

don't mean a lot larger:

I would really encourage you to consider all of this. Go back

don't mean a lot larger:

over it actually work through the questions and the process

don't mean a lot larger:

because I know you probably watch this while doing something

don't mean a lot larger:

else, or listen to it while doing something else. And once

don't mean a lot larger:

you're through it, really see, see how that affects things. You

don't mean a lot larger:

know, you're going to, you're going to encounter a different

don't mean a lot larger:

perspective on your hiring process when you do this. It's a

don't mean a lot larger:

different way of approaching hiring and it really leans in

don't mean a lot larger:

the direction of, of holistic hiring; of a kind of whole

don't mean a lot larger:

person hiring rather than just hiring for the particular skill

don't mean a lot larger:

set you think you need. And I think that's where hiring is

don't mean a lot larger:

going. And I'm so glad you're on board with me. I'll talk to you

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