Moritz Lembert’s Post

Without a vision the people will perish. SAME GOES FOR HIRING. Most people hire “task doers” and think that will build a culture, keep the team excited about working with you and want to go above and beyond. If you’re building a team - one of the highest leverage activities you can do is INVEST in making them better. INVEST in giving them a vision for their role. INVEST in setting them up for success. You’re not hiring task - doers, you’re hiring people on the same mission as you, who ALSO need a vision.

Building a strong team is possible only with A players. Here are some traits of these players: 1. They take responsibility. 2. They are committed to their word. 3. They don’t need to be tightly managed. 4. They are natural problem solvers. So instead of settling with B or C players , focus on hiring A players . They are self driven beasts.

How most people think they should build a team in their business: - Hire someone off the internet - Tell them the end goal - Send them on their way to begin working How you actually build a high-performing team: - Engage Deskwork to find the right offshore talent for your business - Equip them with the right knowledge and tools - Delegate tasks and have regular check-ins to offer support Hiring strong talent is good but providing strong leadership is better. Make your people feel empowered. Don't abandon them.

High emotional intelligence (EQ) is often the differentiator between a good hire and a great one. In my experience managing diverse teams, those with strong EQ not only excel in #collaboration but also #uplift the overall team #morale. They bring a sense of #understanding and #adaptability that is invaluable, especially when navigating complex interpersonal dynamics. Hiring for EQ is a long-term investment in a healthy and high-performing team.

The right people are my people

When you're facing a critical business problem but lack the skills internally, it's only natural that you look to hire someone. I’ve been there. We all have. The ideal candidate you look for is someone who's tackled similar challenges multiple times. Had the successes. Knows what they are doing. But the reality is your budget constraints and the challenge of attracting top-tier talent make this difficult. These experts are the cream of the crop and can seem out of reach. But they don't have to be if you're willing to consider hiring a fractional exec or independent consultant. Initially, I was sceptical about working with fractional leaders. But after seeing the impact firsthand, my perspective changed completely. So much so that I started a business to help others get access to them too. These professionals have standout CVs and extensive experience. They quickly find solutions in a short amount of time. One day with them can be worth a hundred from someone less experienced. Fractional leaders and independent consultants bring an invaluable outside perspective, implementing best practices they've gathered from being around the block. Plus they will teach and inspire your existing team. Engaging independent consultants has allowed me to work with incredibly talented people I would never have had the chance to otherwise. They deliver the outcomes you need quickly, without the high overhead and long-term commitment of a full-time employee. They work out to be far more cost-effective in the long run.

Hiring is very critical activity. Hiring manager and hiring panel should know whether they are looking for short term solution or long-term solution (strategy or tactic). Both have merits and demerits. If you are looking for a perfect solution, you may directly impact the ‘cost of hiring’ and other key aspects of account/customers. If you are habituated to tactic and short-term gains, there will be direct & in-direct taxing impact for sure. Attitude and cultural fit may play major role compared to only technical skills and perfect solution. One wrong hire (especially at higher levels) will have major impact on the culture and team. We should be mindful of these aspects during hiring process.

CONTEXT. How often do you think about context when hiring new team members? What do I mean by context? I mean the organization, its culture, and the team they will join, and its own sub-culture. If your organization is super risk averse, will a maverick go-getter type personality fit in? If your organization is super nimble and agile, loosely aligned in terms of processes, will a super conscious person with attention to detail and preference to adherence to rules be able to cope and thrive with the existing environment? Will that new team member who always wants to be the leader cope well in a team that already has too many chiefs? Context matters. It makes all the difference in the world when building high performing teams. How do you adapt for context when hiring talent?