Aloha, loyal leaders, Capt. Fletch here, saluting those enduring hell in Maui as we sit down for another edition of the Leadership Toolbox. Last month we examined how pride, when used properly, can be an effective leadership tool. This month we turn our attention to a key tenet of getting the best from our people: understanding exactly what their endgame is.
In recent conversations with colleagues, I have noticed a trend of distrust in the hiring process. It seems the fluidity of job seekers searching for the “right” fit has created an adversarial element on both sides of the hiring process. Is it wrong for a job seeker to accept a position only to quickly realize it isn’t what they hoped for or were led to believe? Likewise, is it absurd for an employer to guard against hiring personnel they see as unsure or, in some cases, as using their organization as a gap job? Both sides of this equation have valid perspectives. Looking at the post Covid-19 workforce, I think it’s clear that many people spent a great deal of time examining not only what they want out of a job but out of their lives. This phenomenon appears to have caught organizations off guard. However, if we examine the matter from a leadership perspective, I see a path that benefits both groups.