Becoming A Better Judge Of People - Anthony K Tjan
In
business and in life, the most critical choices we make relate to people. Yet
being a good judge of people is difficult. How do we get better at sizing up
first impressions, at avoiding hiring mistakes, at correctly picking (and not
missing) rising stars?
The
easy thing to do is focus on extrinsic markers — academic scores, net worth,
social status, job titles. Social media has allowed us to add new layers of
extrinsic scoring: How many friends do they have on Facebook? Who do we know in
common through LinkedIn? How many Twitter followers do they
have?
But
such extrinsic credentials and markers only tell one part of a person's story.
They are necessary, but not sufficient. What they miss are the "softer" and more
nuanced intrinsic that are far more defining of a person's character. You can
teach skills; character and attitude, not so much.
Judging
on extrinsic and skill-based factors is a relatively objective and
straightforward exercise. Gauging softer traits such as will or attitude is
much, much harder, and takes one-on-one contact, attentive listening, and
careful observation. That's why it's important to approach a job interview more
as an attitudinal audition than a question-and-answer period around
skills.
Over the years, I have been collecting and reflecting upon questions that have helped me improve my people judgment, especially around personality and attitude. Here are ten key questions to help you better understand the intrinsic "why" and "how" behind a person:
Over the years, I have been collecting and reflecting upon questions that have helped me improve my people judgment, especially around personality and attitude. Here are ten key questions to help you better understand the intrinsic "why" and "how" behind a person:
1.
What is the talk-to-listen ratio? You
want people who are self-confident and not afraid to express their views, but if
the talk-to-listen ratio is anything north of 60%, you want to ask why. Is it
because this person is self-important and not interested in learning from others
— or just because he is nervous and rambling?
2.
Is this an energy-giver or -taker? There
is a certain breed of people who just carry with them and unfortunately spread a
negative energy. You know who they are. Alternatively, there are those who
consistently carry and share a positivity and optimism towards life. There is a
Chinese proverb that says that the best way to get energy is to give it.
Energy-givers are compassionate, generous and the type of people with whom you
immediately want to spend time.
3.
Is this person likely to "act" or "react" to a task? Some
people immediately go into defensive, critical mode when given a new task.
Others jump right into action and problem-solving mode. For most jobs, it's the
second kind you want.
4.
Does this person feel authentic or obsequious? There
is nothing flattering about false praise, or people trying too hard to impress.
Really good people don't feel the need to "suck up." Those who can just be
themselves are more pleasant to work with.
5.
What's the spouse like? One
of my business partners gave me a great tip for interviewing a super important
hire — go out with their spouse, partner, or closest friend. We are known by the
company we keep.
6.
How does this person treat someone she doesn't know? At
the other end of the spectrum, observe how a person treats someone she barely
knows. This is what I call a "taxi driver or server test." Does the person have
the openness and yes, kindness, to have a real conversation with a waiter at a
restaurant or the driver of a taxi? Does she ignore them or treat them
rudely?
7
Is there an element of struggle in the person's history? History
matters. In our research for the book, Heart,
Smarts, Guts, and Luck (Harvard Business Review Press, 2012), my
co-authors and I found that around two-thirds of people who were "Guts-dominant" — those who
had the desire to initiate and the ability to persevere so crucial in
entrepreneurial ventures — had some financial hardship or other challenges in
their formative years. Early failures and hardships shape one's character as
much or more than early successes.
8.
What has this person been reading? Reading
gives depth, helps one understand one's history, frames ideas, sparks new
thoughts and nuances to existing perspectives, and keeps you apprised of current
events. It's a generalization, but the more interesting people I have met tend
to read a lot — it's a mark of intellectual curiosity.
9.
Would you ever want to go on a long car ride with this
person? This
is a variant of the "airport test." Years ago at my first job, I was told about
the thought-experiment of asking if you were stuck at an airport with a
candidate, how would you really feel? In a similar fashion, is this the type of
person with whom you could imagine going on a cross-country
drive?
10.
Do you believe that this person is self-aware? My
colleagues and I believe the most important pre-requisite to great leadership is
self-awareness. Does this person have an intellectual honesty about who he is
and his strengths and weaknesses? Does she have a desire to learn and take
appropriate actions based on that awareness? It is usually a more difficult
question to answer than the rest — but look for humility, and congruence between
what the person thinks, says, and does.
Ask these ten questions about someone, or even a subset of them, and you'll be on a path to being a better judge of people.
Ask these ten questions about someone, or even a subset of them, and you'll be on a path to being a better judge of people.
More
blog posts by Anthony K.
Tjan
More
on: Hiring, Leadership
development, Talent
management
ANTHONY K.
TJAN
Anthony
Tjan is CEO, Managing Partner and Founder of the venture capital firm Cue Ball, vice chairman
of the advisory firm Parthenon, and
co-author of the New
York Timesbestseller Heart,
Smarts, Guts, and Luck (HBR Press, 2012).
