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Too many of us find much of our leadership pain coming from hiring someone with the potential for a mediocre to poor attitude that we didn’t recognize during the interview process (or didn’t want to recognize because we forget the pain that follows when we just fill a seat).

If you’re new to management, maybe you’ll have to stick your finger in the light socket a few times before you trust that it’s not a good idea to wish* someone in to your organization. Or you can consider this thought as a little jump start to getting it right and saving yourself time, money, and pain – sooner the better.

Here’s a simple approach to maximizing your chances of hiring a true Smover (one who Smiles & Moves). You could use any book or short material (short is the key) that best fits the type of attitude you’re looking for but here, we’ll be using Smile & Move because it’s fairly comprehensive in its coverage of a service-oriented attitude.

After the first interview…

If you feel like you’ll have the person back for a second interview, give them a copy of Smile & Move and ask them to read it before the next visit. Because it’s no more than a 20-minute-read, it shouldn’t be a problem for your next superstar.

"I enjoyed talking with you today. I’d like to have you back to talk again and also to have you meet with some other people. Is the opportunity still something you’d like to pursue?"

If yes, set up a time or agree that you’ll follow-up to set up a time and then…

"Here’s a book we enjoy here. It’s called Smile & Move. Quick read, 20 minutes tops. Do me a favor and read it over before we meet again and we’ll discuss it a little, okay?"

Now, pay attention to the response. Is the person excited, indifferent, or put off? It’s probably an unusual request so an excited response might be unlikely. You’re really just looking for someone who might be put off by the request for the additional work. It’s probably not going to be the case because if you’re asking the person back, you’ve got a good feeling about him/ her. It’s just an added interaction to give you more information for your ultimate decision. Also, it gives your candidate more information about your expectations (and since you’re a Smover, your expectations are high). If they’re put off by it, perhaps they’ll decide not to proceed with the interview process and save everyone time. (If they want the book, let them keep it and perhaps you’ll have influenced something positive in their lives even if it takes them a year or two to realize it.)

At the next interview…

Ask them a few questions about their thoughts on the book and then listen (no leading, no prompting). Be the Smover you hope they’ll be and listen with both your ears and eyes (from Chapter 1, Being Awake). Be sure to remember the "gap of silence" idea as you listen**.

• What did you think of the book?
• What stood out to you?
• With which principle do you think you have the biggest challenge?
• With which principle do you feel strongest?
• Can you give me an example of when you last [insert strength point they gave]?
• Can you give me an example of when you [insert your favorite Smovish principle]?
• What did you disagree with? Why?

Hopefully, you’ll have an engaged person in front of you and won’t need to ask the reasons for their answers. They’ll simply expand on their own (a good sign). If not, you can always follow with "Why?".

Again… listen without prompting, leading, or interrupting. You will learn so much more about the person (which is what you want because you’re trying to decide on something that may be very important to the future of your organization… and if you’re lucky, you might be sitting across from a future leader in the company… maybe even the future president… and you can be the one who started it all… not bad, Smover.)

You’re looking for truth. One way to prompt it is to share with your candidate where you’re challenged in Smoving and give a quick example. Opening up to them may help them feel more comfortable opening up with you. Still though, in order to gauge their sincerity, watch as you listen.

"My toughest challenge is being approachable. Maybe having a more of a sense of urgency, too. Sometimes I don’t remember that people are just as busy as me and I need make sure I act with that in mind."

If you don’t like all the answers, it doesn’t mean they might not be a strong hire (perhaps they’re coachable**). Again, it just gives you more information about the person’s emotional development and attitude toward work.

Remember… Hiring someone who’s not a match has a negative impact on everyone. You want someone who’s service-oriented internally (with their colleagues) and externally (with your customers). You want a Smover.
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* To wish someone into your organization is to be lazy and avoid the potentially uncomfortable and more challenging truth. It’s a tennis metaphor. In a match, if your opponent hits a ball that you’ll have to run hard to get, you might be lazy and ‘wish it out’ instead of pushing it and trying to keep the ball in play.

** To make better connections with people (and learn much more), when you’re talking with someone be sure to allow a small gap of silence between what they say… and your response. This will help people know you are truly listening. (Remember: a breath is not always taken at the end of a sentence or thought.)

*** If you want someone who’s coachable, make sure at some point you ask them if they feel they’re coachable. Almost everyone will say they are. If that’s what you’re looking for, be sure to let them know that’s an important quality of being a member of your organization, group, or team. Someone who’s not coachable can make things very difficult on everyone. If you want to take it a step further and you’ve notice something during the interview that you can coach them on (something small because you likely don’t have much of a high-trust relationship yet), give them your thought and see how it’s received. "For example, I’ve notice you tend to interrupt/ say the word ‘like’ frequently/ seem distracted." (More thoughts and an 8-point check on your coachability)

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Copyright © 2010 by Give More Media Inc. This was written by Sam Parker. If you’d like to tell people about it somewhere (e.g., blog, newsletter, Facebook, social media), please reference Sam Parker of GiveMore.com as the author and link directly to the article. Excerpts are great but please don’t publish the article in its entirety without advanced written permission (email Sam using the address at the bottom of this page).