The Cooper Hotel’s Post

A leader is someone who is in charge of organizing, guiding, and managing others.

The right people in the right seat is everything. We just hired a director of recruiting who helped us 10x the business. This only happened because we fired the person previously in the role. Here are 5 lessons I learned from this experience: 1. Competence does not equal right person for the job 2. Growth mindset & leadership >  just getting the job done 3. Full visibility into the operations →  better decisions 4. Hiring someone with previous experience →  new ideas to our team 5. Hire for the future. She’s overqualified and this will take us to the next level I continue to ask myself,  “do we have the right butts in the right seats?”

An answer to a typical question ‘Why should we hire you?’ (based on RECAP_3) Firstly, I rely on my strong abilities to handle absolutely different tasks and positively affect organizational dynamics. Secondly, my experience has allowed me to develop skills ranging from communication to strategic planning (it will be overkill for me to list all my experiences:). Hence, I have always secretly learned from experts, now I am ready to share my expertise and wisdom with my future teams. I can adapt to any scheduling -  either flexible or organized one (any resonates with me). Whether you favor a hierarchical or egalitarian approach, I can tailor my actions accordingly. I will make adjustments to my leadership style to do the bottom-line results and effect genuine changes within the company. I will definitely cope with dozens of situations that may emerge in our global business world. I don't object to giving feedback and tend to manage my time efficiently. I do not tolerate inappropriate or unacceptable behavior and always keep in mind the company's values. I am able to comfortably make a choice when needed and avoid techniques that are considered blunt or offensive.  The team I am going to join is composed of diverse individuals, with their unique personalities but I am sure that I will be able to blend in. Moreover, I am obsessed with deadlines in a productive way. I am ready to collaborate on a team, having attended numerous professional meetings that have prepared me for this role. 

𝗧𝗵𝗶𝗻𝗸 𝗵𝗶𝗿𝗶𝗻𝗴 𝗳𝗼𝗿 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗶𝘀 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗳𝗮𝗰𝘁𝗼𝗿 𝗶𝗻 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴 𝘁𝗲𝗮𝗺? 𝗜𝘁’𝘀 𝘁𝗶𝗺𝗲 𝘁𝗼 𝗿𝗲𝘁𝗵𝗶𝗻𝗸 𝘁𝗵𝗮𝘁. Many restaurants place too much emphasis on experience during hiring, assuming it guarantees good performance. But skills can be taught. Values, on the other hand, are harder to instil—and far more important in creating a cohesive, high-performing team. Why hiring for values beats experience: ❎ Values ensure cultural fit. A values-driven hire will align with your restaurant’s mission and contribute to a positive work environment. ❎ Skills can be taught. If someone shares your core values, you can train them in the skills they need to succeed. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝘁𝗲𝗮𝗺 𝗯𝘆 𝗳𝗼𝗰𝘂𝘀𝗶𝗻𝗴 𝗼𝗻 𝘃𝗮𝗹𝘂𝗲𝘀 𝗳𝗶𝗿𝘀𝘁. 𝗘𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗲𝗹𝘀𝗲 𝗶𝘀 𝘁𝗿𝗮𝗶𝗻𝗮𝗯𝗹𝗲!

Give every employee your full trust from day 1. You'll find out soon enough whether they deserve it. Both outcomes are valuable. - ✊🏻 Hey, I'm Sam.  🎯 My mission: Build winning teams in scale-ups. ➕ Follow me for: Inspiration on People & Culture.

🏆 The Secret to Legendary Brands? Legendary People Want Operational Excellence? Start with hiring excellence. Here's a hard truth: 75% of the time, sloppy operations stem from sloppy hiring. Key ingredients for a stellar team: 1. Character 2. Chemistry 3. Competence When you have the right people in the right roles, everything else falls into place. What's your #1 criterion for hiring legendary team members? #HiringExcellence #BrandBuilding #OperationalExcellence

Two candidates for a key position, one a technical guru, yet very difficult to get along with and a poor communicator. The other is technically very competent, yet not a guru ,but easy to get along with and a very good communicator. Guess who most managers will hire? Then when everything falls apart, cast blame on their team members. After making a major hiring mistake they will do the same thing again, and again, and again. Do you think the manager might be the mis-hire?

Everyone talks about hiring an A-player, but how do you identify someone who is not? Identifying someone who is not an A-player involves observing certain characteristics. They often lack initiative, showing minimal growth and performing inconsistently. Their engagement is low, and they rarely take on new challenges or contribute beyond their basic responsibilities. Problem-solving and communication skills are weak, and they may exhibit a negative attitude or resist change. Additionally, they tend to be unreliable, missing deadlines and require constant supervision. These signs indicate that the individual may not be an A-player in the organization.

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