Scaling a business is one of the most complicated challenges for entrepreneurs. Developing a model that allows for consistent growth while maintaining profit margins and effective systems is a substantial task for business owners. But once the proper blueprint is in place, a new test presents itself, and how well you perform will undoubtedly define the future success of your company. Hiring plays a significant role along a company’s path to success. It’s not a landmark or a checkpoint on the map; it’s the vehicle that takes you to your destination. Your business is only as good as the people who propel it forward. You need individuals who fit into your culture, possess the necessary skills to be effective, and have a desire to continue learning best practices if you’re ever going to achieve your goals. Some qualities are universally known to be linked to good hiring practices, but there’s still one important question that divides the masses: Do I hire for experience or potential? EXPERIENCE A degree- or trade-specific education can certainly lay a foundation for an employee to be successful, but experience provides specialized training that cannot be found anywhere else. An employee who has a working knowledge EXPERIENCE VS. POTENTIAL What Matters More in New Hires? One more example of an exceptional business is The Newsletter Pro . This is the company I use to put together this very newsletter and mail it out to hundreds of people each month. I had been trying to do it on my own for almost a year when the owner, Shaun Buck, convinced me I was better at being a lawyer and he and his team were better at producing a newsletter. He was right. Each month, Amber, Casey, and the rest of the terrific team make sure I get content together that is right for you, my readers. They make sure the newsletter looks good and comes on time, and they give me lots of ideas. Here’s what I mean. Recently, Satchmo, my beloved bulldog, died of cancer. I was — and still am — heartbroken. Since Satchmo had written a cover article for the newsletter this year, I shared with the team the eulogy I wrote for him. In response, they sent my family a beautiful memorial tribute to Satchmo, complete with a quote that made me cry and one of my favorite photos of him. They just sent it, along with a sweet note. I’ve met Shaun and heard him speak often enough to know that this beautiful and heartfelt gift did In addition, they are given room to be awesome people at work. ... CONTINUED FROM COVER
of their craft can provide a sense of security when hiring. With new employees playing such a pivotal role in growth, many employers want to limit uncertainty and ensure they aren’t gambling with their company’s future. But experience doesn’t equate to competency, which is why some employers elect to hire for potential. POTENTIAL The argument for hiring based on potential centers around two concepts. One is that by hiring someone with a bright future and helping them achieve their goals, you could gain the loyalty of that person and thus retain that employee for a longer time. This comes with the caveat that those who have potential also look for potential, so as an employer, it’s important to provide opportunities for advancement. The other argument is that potential combined with training can equate to a more effective employee in the long run. In truth, the disagreement that transpires is a moot point. You can hire someone with experience or an individual with potential and strike out just the same. All successful employees will have one important trait: passion. You can’t teach passion, but you can hire for it.
not require three layers of management approval to be sent. This now hangs in my home, and every time I see it, I remember their kindness.
How brilliant is that? What type of loyalty does that engender when you allow your employees to be kind to your clients in ways they don’t expect?
And Shaun’s business — it’s booming. Print isn’t dead; not for him. And he’s empowered his staff to make things great.
So, this Thanksgiving, I’m grateful for Storybook Experiences and The Newsletter Pro . One makes memories for my family; one helps me serve my clients and friends of the firm. Be sure to check both of them out.
StorybookExperiences.com, 631-888-6060 TheNewsletterPro.com, 208-297-5700
516-697-4828 3
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