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In addition to blogging here I also contribute content to Recruiting Blogs. A slightly modified version of my recent post “How to Prepare for a Topgrading Interview” drew quite a few comments but there was one in particular that I felt deserved some additional attention.
Member Mark Bregman shared his thoughts and I think they are valid concerns. I’ll share my answers here but would welcome comments on this blog, over Twitter or on our Facebook page.
I really believe in the principles of Topgrading, and have cited it along with Brad Smart many times in my own writing, but the candidates I’ve seen subjected to CIDS interviews have NOT had wonderful or even fair experiences. I have three issues with CIDS:
1. It doesn’t apply context. The behaviors analyzed in a CIDS interview can be from 20 years ago, and don’t get asked in a way that aligns with the current goals for the position. I advocate performance objective based questions that elicit the specific skills and experience needed today from the candidate, in the context of the specific job, not in a vacuum.
2. CIDS provides too much ammunition by which to DESELECT a candidate. Not every behavior or lack of behavior from someone’s past is relevant to what is needed today.
3. CIDS interviewers are often inexperienced, and don’t know how to really use the tool to best advantage.
Here are my thoughts in response to Mark:
1. The behaviors analyzed in a CIDS interview may be from 20 years ago but it’s the interviewer’s fault if they allow the discussion to drift into conversations that don’t necessarily align with the current position. On top of that, the basic questions that are used in every position are critical information that you’d want to know about someone – regardless of if the experiences are 20 years old. Example: What was the #1 thing you regret about not accomplishing in that role?
2. At HireBetter this is a discussion that we have a lot. Recommending someone for hire takes courage. It’s nearly always easier for a Hiring Manager or outside consultant suggest that inaction is better than action. Roosevelt nailed it in 1910 when he said [paraphrasing] “It is not the critic that counts. The true credit belongs to the man in the arena.” With that said, if a Hiring Manager has done their homework, they’re clear on what they need someone to do and they conduct a proper CIDS interview, they’re going to be more prepared to make a hiring decision than with any other kind of interview that I’ve seen conducted.
3. It doesn’t take much for someone to learn how to conduct a CIDS interview. However, as I shared in my response to #2, from what I’ve witnessed a poorly conducted CIDS interview is still significantly better than an “on the fly” interview that doesn’t have a structure, purpose or plan.
Bottom line: Mark brings up some good questions and CIDS interviews do have some shortcomings but, in my opinion, there’s not much else out there that will give you a better understanding of if the person you’re interviewing is right for the role you’re looking to fill.
Tags: A-Players, Brad Smart, career history, chris mursau, CIDS, hiring manager, Interview, interview training, Topgrading, topgrading interview, topgrading methodology
Eatin’ Good in the Neighborhood
Those who have heard me speak publicly or have been clients of HireBetter are very familiar with my insistence that Job Descriptions are largely worthless when written by starting at the beginning. What I encourage people to do instead is to consider the Outcomes first.
The exercise goes a bit like this: at this time next year, what will this person have accomplished that will make you consider them “successful“. To drive the point home further I like to use this example:
You’re going to take this new employee out to dinner at either (a) the nicest restaurant in town or (b) Applebee’s. How will you decide the right destination when looking back on their performance?
The running joke that I’ve always chuckled about in my head is, “Does Applebee’s even exist any more?” As it turns out, it does. I found myself in Wal-Mart earlier this week with my kids redeeming gift cards from Grandma and I snapped this picture while checking out.
Food for thought:
- How would a superstar feel about you giving them an Applebee’s/Outback Gift Card as a Holiday Bonus?
- Would a bureaucrat and time-waster feel the same way or would they be thrilled at the gesture because it meant you knew their name?
P.S. If you’re remotely interested, here’s a link to download Applebee’s Nutritional Information – ouch!
Tags: A-Players, hire better, job description, Scorecard, topgrading methodology
If You Love Them, Let Them Leave
Last week Major League Baseball was rocked by an incredible story that screamed “Blog About Me!”. Cliff Lee, an 8 year veteran pitcher who’s had the chance to play in Cleveland, Philadelphia, Seattle and Texas, was the most sought after free agent of the off-season. The Rangers, who had his services for a mere 15 starts (plus the post-season) were so enamored with him that they attempted to “break the bank” to keep him in Texas. The Yankees, who have more money than any other team and like to throw that money around, offered him the second most lucrative contract for any pitcher in the history of the league (second only to their other starter, C.C. Sabathia). Lots of other teams had visions of sugarplums as well thinking that they had a chance.
In the end, Cliff Lee shocked everyone and returned to Philadelphia. A “dark horse” that didn’t even show up on the radars of any of the sports writers, Lee accepted LESS money ($50mm less to be exact, from the Yankees) to come back and play with the teammates that he really liked.
“You can definitely sense the fact that these guys step up and are up for a challenge and rise to the occasion and come up big when they need to,” Lee said before the 2009 World Series. “It’s not just one or two guys, it’s everybody. It’s a special team. To win the World Series (in 2008) and be back just proves that fact. There’s a lot of confidence here. Everyone expects to be successful.”
His former (and now current) teammate Raul Ibanez did a nice job of reinforcing what Lee was saying:
“We have a bunch of guys who are not concerned with getting attention,” Ibanez said. “They just want to win and they don’t care if they get the credit for it. It’s amazing what you can accomplish when you have that mind-set, and that’s not by accident.
No one doubts that Cliff Lee is a special, special talent. What else can you deduce when a single guy shows up and changes a team’s entire track record? Some examples:
- In 2008 Cliff arrives in Philadelphia and they win their first Championship since 1983. They returned to the World Series in 2009.
- In 2010, after a mid-season trade, he arrives in Arlington and helps the Rangers reach their first World Series in Team History.
WRAP UP:
What can you learn from Cliff Lee, Philadelphia, Baseball and the Yankees? Culture really does make a difference. Below, I’ve included a video (one of many) that were created by people who LOVE this guy and are so excited to have him back in Philly – quite a different story from a place like NYC where the money’s great but the egos are huge, the spotlight is brighter and the pressure is exponentially stronger.
One other thought: Jack Daly shared with me that people who make a Career Change typically regret their decision twice in the first 30 days of being in the new role. If you had someone great who left your organization recently for more money or for more spotlight, you might consider calling them and taking them to lunch just to catch up. You just might be surprised how many times the grass wasn’t greener for them on the other side of the fence and, with just a bit of urging, they’d happily come back.
BONUS QUESTION:
Author’s Note: The song that accompanies this video is explicit – and I’m not going to apologize.
Tags: A-Players, Fame, Fun, hiring, recruit don't absorb, Recruiting, Retention, talent acquisition
The Greatest Interview Question of All Time
I’m on vacation with my family in Boston this weekend (Go Jets!) and so I thought I’d go digging for some “old fashioned” blog posts that might still have a lot of validity in today’s market.
Kacey Claiborne, our Director of Talent Evaluation at HireBetter® suggested I look into this one from Lou Adler. Things that were happening when this was written:
-The World Trade Center in NYC had its 2 towers
-We didn’t need to take out/off our laptops, belts, hats or shoes at the airport
-George Bush was sworn in as President
The year? 2001
What I found truly remarkable about this one, single post was how applicable it was back then (when no one had really heard of Topgrading®) and how it is even MORE applicable today. Enjoy!
Over the course of the past 20 years, I’ve been searching for — among other things — the single best question to ask in an interview. What I wanted to create was a One-Question Interview, a stand-alone query that would pierce through the veneer of generalizations, overcome typical candidate nervousness, minimize the impact of the candidate’s personality on the interviewer, eliminate the exaggeration which many candidates adopt as an interviewing ploy and actually determine if the candidate is competent and motivated to do the work required.
Through years of trial and error, I finally hit upon one question that did it all. If you were allowed to ask only one question during the course of the interview, this would be it: Please think about your most significant accomplishment. Now, could you tell me all about it? Imagine you’re the candidate and I’ve just asked you this question. What accomplishment would you select? Then imagine over the course of the next 5-20 minutes that I obtained the following information from you about this accomplishment:
- A complete description of the accomplishment
- The company you worked for and what it did
- The actual results achieved: numbers, facts, changes made, details, amounts
- When it took place
- How long it took
- The importance of this accomplishment to the company
- Your title and role
- Why you were chosen
- The 3-4 biggest challenges you faced and how you dealt with them
- A few examples of leadership and initiative
- Some of the major decisions made
- The environment and resources available
- How you made more resources available
- The technical skills needed to accomplish the objective
- The technical skills learned and how long it took to learn them
- The actual role you played
- The team involved and all of the reporting relationships
- Some of the biggest mistakes you made
- How you changed and grew as a person
- What you would do differently if you could do it again
- Aspects of the project you truly enjoyed
- Aspects you didn’t especially care about
- The budget available and your role in preparing it and managing it
- How you did on the project vs. the plan
- How you developed the plan
- How you motivated and influenced others, with specific examples to prove your claims
- How you dealt with conflict with specific examples
- Anything else you felt was important to the success of the project
Just about everything you need to know about a person’s competency can be extracted from this type of question. Most people would agree this type of question is very revealing. But the real issue is not the question: it’s the information that’s given in response that’s most important. Few people are able to give this type of information without additional prompting from the interviewer. This is what real interviewing is about: getting the answer to this very simple but very powerful question. Don’t spend time learning a lot of clever questions to ask during the interview: spend time learning to get the answer to just this one question. The key: understand the accomplishment, the process used to achieve the accomplishment, the environment in which the accomplishment took place and the candidate’s role.
Tags: hire better, hiring manager, Interview, lou adler, Recruiting, Topgrading, topgrading methodology
The Danger of Dispensing Reality Potions
Derek Jeter is one of the most well-known and well-respected players in all of Major League Baseball. This year, at the age of 36, his contract is up for renewal. As the Captain of the Yankees, many fans expected the Front Office to give him whatever he wanted so that he could finish out his Hall of Fame career in pinstripes.
But there’s a fly in the ointment: the Front Office does want to keep Jeter but Derek’s Agent is suggesting that he be paid $23-25mm per year for the next 5 years. His agent has said that Jeter can’t be valued the same way as other shortstops because of his leadership qualities. Why is that a problem?
- A Player is “in their prime” between the ages of 29-32. They’ve got more maturity, they understand how to keep their bodies healthy through 162+ games and they have enough youth still in them to match up against the strength of a 25 year old.
- There are only a handful of players making over $20mm per year – the list gets even smaller when you add the filter of being 36 years old or older. Oh, and the stats of Derek don’t come close to matching those of the players who are at this altitude.
- The 2nd highest paid shortstop in the Major Leagues is Hanley Ramirez who is 10 years younger, hit 30 points higher and hit 21 home runs to Jeter’s 10.
How does this situation possibly impact you?
More and more I’m seeing Business Leaders who are making what I believe to be a major mistake: they’re hiring people who are currently unemployed and offering them significantly less than what they were previously making. They Leaders are feeling quite proud of themselves because people are accepting the positions. Karl Scheible is a close friend of mine and a Sales Guru. For years he’s pounded into my head that people make decisions for 2 reasons:
- To run TOWARDS pleasure
- To run AWAY from pain
The pain of unemployment is more prevalent than the pleasure of waiting for the perfect role for many people today. Here my words of caution to the people hiring the unemployed at drastically reduced rates from 12, 18 or 24 months ago: THEY WON’T STICK. Why? Because people place a perceived value on themselves that is based on both reality (their top pay throughout their career) and their distorted sense of what they think the market should pay them. As an employer, if you’re not within 10% of what they have previously earned, I don’t think they’re going to hang around because we live in a hedonic society that encourages us to live beyond our means. If that new employee is accepting a 20% pay cut, it’s unlikely they’re going to be able to reduce their lifestyle costs by that same amount. They’ll live in pain and will want to run away from it the second they believe the economy has turned around or someone calls them and offers them even $1,000 more per year to change jobs. Don’t believe me? Check out this survey that was conducted 14 months ago (and the trend is going up). It suggests that 67% of people will look for a new position as soon as they think the market shows interest in their skills.
Bottom Line: While you may think that someone is only worth $X, if that person has earned $Y before and takes your job, expect them to be gone within 18 months or less.
Tags: career history, Fortune, hire better, talent acquisition, unemployment
Could Free Agency Help Your Employee Evaluations?
The Hot Stove was fired up early this year with the new policy of Major League Baseball being anyone who was eligible automatically become a free agent upon the last pitch in the World Series. As a Cardinals Fan, this was a welcome change because it meant that I had an excuse to start paying attention again.
One of my favorite websites for watching what is going on is run by the St. Louis chapter of the Society of American Baseball Research or SABR. Fungoes includes lots of interesting (if you’re a stats geek) debates about the values of players and how they compare to other people at the same position, on other teams, on the same teams and even against retirees and minor leaguers.
The winter’s offseason has had me really wondering why we don’t have this kind of research ourselves when we’re evaluating existing talent and considering who to hire. I started to go down the path of trying to figure out if there was an effective scoring system of statistics that I could create – as that’s the #1 thing that baseball has 100 years of and business doesn’t.
Maybe these particular stats will get your synapses firing to think more objectively about how you might evaluate your team during the upcoming Employee Evaluation season that typically happens right around the 1st of the new year.
- VORP (my personal favorite): Value Over Replacement Player. The number of runs contributed beyond what a replacement-level player at the same position would contribute if given the same percentage of team plate appearances.
- RARP: Runs Above Replacement, Position-adjusted. A statistic that compares a hitter’s Equivalent Run total to that of a replacement-level player who makes the same number of outs and plays the same position.
- Breakout Rate: The percent chance that a hitter’s EqR/27 or a pitcher’s EqERA will improve by at least 20% relative to the weighted average of his EqR/27 in his three previous seasons of performance. High breakout rates are indicative of upside risk.
- Stuff: A rough indicator of the pitcher’s overall dominance, based on normalized strikeout rates, walk rates, home run rates, runs allowed, and innings per game.
Obviously, it’s not going to be possible for you to come up with the raw data to plug into the formula for STUFF (For the record, Stuff = EqK9 * 6 – 1.333 * (EqERA + PERA) – 3 * EqBB9 – 5 * EqHR9 -3 * MAX{6-IP/G),0}). However, with some creativity, you can come up with some equivalents.
The questions for you:
- Do you have some young talent that drives you nuts but has HUGE upside potential?
- Do you have someone whose performance was great 3 years ago but they’ve been sinking since and you’ve still got them hanging around?
- Have you ever thought about something like VORP and considered how worthless or valuable someone on your team is compared to what else is out there in the marketplace?
Tags: baseball, evaluations, objectivity, SABR
The Big/Small Gap: Hiring Challenges of Entrepreneurs
As an Entrepreneur it took me a number of years of observing and operating within the “People Sector” before I began to recognize the unique skills necessary for people to be successful and content within different-sized companies. While it’s likely won’t come as a surprise, I found that people from BIG companies rarely succeed in SMALL ones and vice versa.
To better understand the why this might be the case and how it directly impacts Entrepreneurs and small companies I sought out Conor Neill – a business thought leader with a decade of Accenture Experience along with a resume that includes four start-ups of his own.
[JDavis] Before talking about the unique challenges of hiring in a Small Business, what did you experience during your time at Accenture?
Everything was already set up for us to succeed. We had an HR Team that had access to a vast bench of talent that could help staff up a 6-person project quickly. We had so many candidates to consider for our new hire needs that I was able to build what I called the “Critical Behavior Interview”. Put simply, I had a list of 21 behaviors and they had to mention each of these types of behaviors without my prompting in an open format for me to recommend them for hire.
Because of this infrastructure I got a little spoiled. I realized that even if I made a snap judgment within 5 minutes of meeting someone and it turned out to be wrong, they were being hired into a huge pool of people and there were lots of opportunities for them to hide.
[JDavis] How did it change once you began starting your own companies?
I’ve learned through my own experience and through talking with other Entrepreneurs that the initial 10-20 hires in a company are actually quite easy. It’s because you’re hiring friends or networks of friends and as the Owner/Founder you can still tell everyone what to do. That means that even a failed hire isn’t all that damaging because each of the people are just there to execute on your vision.
[JDavis] Where does it start to get hard?
At $1mm in revenue a company has a product or service and it usually works. If the company is capable of scaling it will result in a lot of jobs but in the run from $1mm to $10mm a lot of change happens – more than at any other time in the lifecycle of a company.
One of the biggest changes is bringing in Senior Management. When an Entrepreneur starts to hire for these roles and they’re hiring from a resume and talking with someone who knows all about Six Sigma or Plant Logistics it can be really hard for them. There’s a lot of intimidation that occurs due to the resume and experience of the Executives and it’s difficult for an Entrepreneur to really determine, “is this the right person for the job?”.
[JDavis] What was the hardest part of this for you?
Without a doubt it was hiring people older than me. They had impressive CV’s. Significantly more experience than I did. I found it hard to see beyond their experience. I also found it hard to ask someone who was my Dad’s age about how they performed, how they handled failures or what their weaknesses were.
[JDavis] What’s your #1 Takeaway for Entrepreneurs?
A Hiring Process is largely common sense. The problem most people (myself included) ran into was that many of the processes that I created were ones I expected my staff to comply with yet I went around them. Hiring was no exception.
Having a Hiring Process in place will help tremendously. I liken it to brushing your teeth. Brushing your teeth works because you do it every day and the same way each time. You do it every day and the same way because you’ve seen other people do it and you know it’s working. If you wait to start brushing your teeth until they’re rotting, it’s too late.
Conor Neill is a professor at IESE Business School. An entrepreneur who has founded four companies, he is past Area Director of the Entrepreneurs’ Organization (EO) and spent a number of years in the Change Management division of Accenture. He has earned both a psychology degree and an MBA and in his spare time blogs about entrepreneurship, success and learning from the little failures in life at www.conorneill.com.
Tags: behavior-based interview, conor neill, entrepreneur, hiring process
ECO 102: Microeconomics [The Little Things That Matter]
A couple of weeks ago I challenged you, as a Business Leader, to evaluate if your company was “In Demand” through the example of Supply & Demand that you learned in ECO 101. This week, I’m shamelessly poaching a short post that I saw on Daniel Pink’s website that takes the discussion of DEMAND to an entirely new level.
Before I share, here’s the definition of Microeconomics from Wikipedia:
In contrast to macroeconomics (which involves the “sum total of economic activity”), microeconomics is a branch of economics that studies how the individual parts of the economy, the household and the firms, make decisions to allocate limited resources.
Put more simply, Microeconomics is “the little things”. From my experience, it’s these little things that make all the difference with regards to both attracting and then retaining talent.
Here’s what I found on Daniel’s blog [it's a write in nomination from a reader from Louisville]:
“I know from your blog that you like signs, so I’m attaching the photo of a sign I saw at our local zoo this past weekend. It is not emotionally intelligent, but it certainly illustrates extreme extrinsic motivation. It seems this construction company feels that company swag is exactly the kind of thing that will motivate employees to stay safe. I can hear the employees now, ‘Well I was going to carelessly wave this nail gun around for a while, but I’ve got my eye on that windbreaker.’ “
People make decisions to either (a) Run Away from Pain or (b) Run Towards Pleasure.
How are you allocating your limited resources to influence the decisions that people are making about whether to take a job or stay in that job on your team?
Tags: daniel pink, Retention, talent acquisition
Ask the Experts: Stop Shooting From The Hip
In an ongoing effort to Add Value for you as a Leader, I’ve been seeking out Experts who have unique talents to ask them for their experiences. This week Doug Wick, a Professional Coach and Business Advisor, shares some of his thoughts on how you can improve your hiring.
[JDavis] What do you see as the biggest challenge your clients face when they make hiring decisions?
In most cases they’re shooting from the hip. Most of them have, at best, a 50/50 chance of someone they hire being the right fit. Not only that, they often don’t have any clue to figure out or determine if someone is a solid candidate when they make their final decision. They’re simply not confident in their “system” for hiring and, even those companies who who have taken the time to build a “system” aren’t sure whether or not it’s telling them the right things about people that they’re interviewing.
[JDavis] What are the top 2 or 3 recommendations you’ve made in the past year to your clients on how to improve hiring effectiveness?
1. Embrace and utilize Topgrading. The methodology is terrific.
2. I’ve built a process to measure and review my clients’ hiring “batting average.” Through this I’ve learned to encourage people to look back and reflect on their recent hires and rank “good” and “bad”. I had a client who used the Topgrading Methodology but they still missed on a key hire and this reflective activity that I took them through following that mis-hire helped them get a better grasp on what their culture is and how to screen more for cultural fit during the interview process. If you don’t evaluate why you’ve been making mistakes you are bound to repeat the same mistake in the future. The hiring process is often very subjective. Recognizing your mistakes moves you from making a largely emotional decision to a decision steeped in objectivity with a seasoning of emotion which provides the best hiring outcome.
3. When hiring salespeople, I encourage our clients to use the Objective Management Group’s sales screening test. The outcomes [according to OMG research] produce a 96% effective sales hire. From what I’ve seen, the results do actually match up with those claims. They’re very thorough and accurate. Despite their effectiveness we still recommend doing the Topgrading interview with the candidates the test recommends to make sure their test results and track record match.
[JDavis] How instrumental do you feel regular Strategic Planning is to making the right hiring decisions?
It’s important. While it’s not as important as employing Topgrading, if a company is doing Strategic Planning they’re likely to be more aware of where they are going (and from what I’ve seen, most companies plan to improve and grow). With that sense of awareness, they are more cognizant of the need to upgrade their existing staff or add additional staff to achieve their vision. Strategic planning helps companies better understand how important it is to get the right people on the bus because they spend the time understanding their business and its trajectory.
[JDavis] Who are the companies that you’ve witnessed that have done a great job of hiring the right talent and why?
Ideal Computer Systems (Cedar Rapids, IA) – they have a really solid interviewing process that is based on a step-based interview process that makes people who are candidates go through stages that include really tough interview questions that require someone to prove that they’re an “achiever”. They also consistently do great reference checks and also ensure that they’re always doing background checks on everyone.
Meta Law (Ventura, CA) they had a very long and disappointing process of spending more than 18 months searching for a “successor” to the President of the company. They interviewed local talent and they got discouraged when they didn’t find the right person for the role. On my suggestion they went out and ran ads in places like their association newsletter that resulted in them getting introduced to a great candidate who was moving back to the city/location they are based in. Then utilizing Topgrading and not “settling” for someone just because they were tired of looking or because they didn’t want to expand their geographic reach, they made a great hiring decision. I always find it so rewarding as an outside consultant when a company can really use Topgrading and it results in an exceptional hire.
Doug Wick
Doug Wick is a certified Gazelles Coach with 12 years of coaching experience and 9+ years as an E-Myth Certified Consultant. Doug coaches his clients on how to develop Strategic Discipline. He focuses on small to midsize business owner/CEO with a ravenous appetite to improve their leadership skills and business results. Positioning Systems provides unrelenting personal commitment combined with foundational and dynamic best practice tools that enhance management proficiency and produce measurable performance.
Tags: A-Player, hiring, Interview, Objective Management Group, talent acquisition, Topgrading, topgrading methodology, verne harnish
Be Like Mike: Tips for Visualizing Success
While it’s not necessarily scientific, the HireBetter Team has determined that there are two reasons why a new hire doesn’t work out: (1) You weren’t clear on what you needed someone to do OR (2) You failed to tell the new hire what they needed to do.
To explore this further I sought out Patrick Thean, a professional Coach and the author of Execute Without Drama – a book that we have greatly benefited from as an organization.
In Patrick’s experience, for a manager to get better at visualization within hiring as well as company leadership, they will find the most success in doing the following four things:
- Listen to what others have to say. Too often we are pushing people to listen to how we want them to do it. Instead, ask others “What does success look like? How would you view this journey? How will the person feel or look if they’re doing well?”
- Explain the exact outcomes you want to see. Then assess the work environment that you’ve got and be honest with how much time you can spend as a manager coaching and advising them.
- Walk through a single successful day with your new employee. What are the things that they might do that would drive you nuts that would cause you to want to jump out your window by lunch?
- What does success look like? What are the few things that you see as the few activities that new person will be engaged in that would make them successful? What makes YOU successful during your day that they’ll need to do?
For those of you who are old enough to have watched Michael Jordan in the 80′s & 90′s, you’ll likely remember the stories of him visualizing every shot before he would take them. This exercise isn’t nearly as hard as you think it is!
According to Patrick it’s unlikely you will be “spot on” during visualization. You’re probably going to make mistakes. But if you can explain what a successful day looks like for a prospective employee and they don’t like what they are hearing, they’re probably going to self-select out!
Patrick Thean is an award-winning serial entrepreneur who has started and exited multiple startups. He received the Ernst & Young Entrepreneur of the Year Award for North Carolina in 1996 and achieved a ranking of 151 on the Inc 500 in 1997.
An international speaker and the author of Execute Without Drama, Patrick has spoken to thousands of business owners on the topics of sustaining business growth, venture capital, and strategic exit strategies. He provides practical insights on building a culture of execution.
Tags: hire better, hiring, Interview, patrick thean, Topgrading, visualization