How I Hire: If I'm the Smartest Person in the Room, We're in Trouble

A few days ago one of my daughters asked me, “Mom, what do you think you’re best at?”

I paused before answering, “Well, I think I’m really good at hiring really smart people.”

“But mom,” she exclaimed, “you’re the smartest person in the world! Are there people who are smarter than you?”

I laughed. “While I appreciate the confidence you have in me, there are SO many people who are smarter than me!”

I relish hiring great people; there is nothing like finding new talent, and then watching that talent help take your organization to new heights. And the answer I gave my daughter illustrates the first — and perhaps the most important — principle I follow in determining who to hire:

1. Surround yourself with people who are smarter and more talented than you. I like finding people who challenge me; I always say that if I’m the smartest person in the room, we’re in trouble. My role as a leader is to bring together the best and brightest talent, and then remove obstacles so they can thrive and do their jobs. This may sound obvious, but for many people it can be intimidating to embrace others who may be more experienced, knowledgeable or insightful. Good leaders should recognize that they don’t necessarily have all the answers.

2. Trust your gut. As school chancellor in Washington, D.C., I interviewed a candidate for a principal position who looked impressive on paper. Her resume was great, and in our interview she gave perfect answers… in fact, her answers seemed almost a little too perfect, too slick and too aggressive. This bothered me, but I brushed aside my gut concerns and convinced myself that she was a smart, extremely qualified candidate who would work out. It took mere weeks for the “know-it-all,” talking-not-listening personality to rise to the surface with a vengeance, and I immediately realized I had made a huge mistake. Always trust your gut.

3. Cultural compatibility is vital. Whether it is a school district or a start-up, if a person does not fit within that organization’s culture, it won’t work — no matter how talented they are. Will they work well within our team environment? Do they believe in our mission and share our values? Will they get along with their coworkers? These are questions I ask myself when considering candidates. This also means, of course, that you must know and be able to articulate the culture of your own workplace.

4. Don’t be afraid to let someone grow into a position. Some believe that you must hire someone who’s filled that exact job and performed those exact responsibilities before. To me, that’s nonsense.

When I began running The New Teacher Project in New York, one of my most important hires was for CFO. I interviewed a woman who was very bright and enthusiastic. She had some knowledge of finance; however, it wasn’t the extensive experience many would demand of a CFO. A few people said I was crazy for even considering her, but I knew she was made for our team, and she turned out to be one of the best hires I’ve ever made.

If a person has the appropriate foundational knowledge, and is smart and motivated, they can grow into and excel in any position.

5. Ask probing interview questions. Colleagues joke about my “7-minute interview” style, meaning that in 7 minutes I can often determine if a candidate is a good fit or not. Interview questions will, of course, vary based on your organization and leadership style, but I always ask potential hires three questions:

* "Were you successful in your last job, and how do you know?" I’m driven by data and hard results. Answers like “Because people seemed to like working with me” or “Because I was promoted” don’t do it for me. I would much rather hear specifics like “Because sales increased 35 percent on my watch.”

* "Can you talk me through the biggest work challenge you’ve faced in the last year?" Less important to me is whether they succeeded in overcoming that challenge; I am more interested in their thought process, and how they approached the problem. Were they strategic? Innovative? Persistent?

* "What’s your biggest weakness?" This is an oldie but a goodie. We all have real weaknesses. I prefer someone who can be blunt and honest about his or her shortcomings. “I work too hard” or “I’m too passionate about my job” are not answers that fly with me.

Great organizations are built by the great people who work there, and identifying outstanding recruits is perhaps the most important job a leader has. While there is no method that guarantees success, after conducting thousands of interviews over the years these are the principles of hiring that I have learned to follow, and I’m proud of their results.