Former CEOs of Apple, Microsoft, and Google say this was their No. 1 key to success (and how you can use it)

By Ryan Renteria

Seventy-eight percent of CEOs believe talent scarcity is reaching crisis proportions. While the supply of available workers will increase in the upcoming hard landing, don’t breathe a sigh of relief. “A” players will remain hard to land due to secular trends in demographics, onshoring, and generational priorities.

Selling top talent on how your culture is different is the best way to maximize your long-term performance. Sound far-fetched? Former CEOs of Apple, Microsoft, and Google have all said their number one key to success has been hiring great people. Here are three progressive ways to win over top talent.

Develop cultural bylaws

“Cultural bylaws” is a new idea I’ve developed to help leaders give employees more concrete priorities, and better decision-making tools. I’ve also found it effective for recruiting. Answer three questions in a thorough cultural bylaws document—why, what, and how—and share it with candidates.

    Why? We want to belong to something bigger than ourselves—something that symbolizes our values and beliefs. A LinkedIn study showed 87% of Gen Z would switch jobs if the values of the new company were more aligned with theirs. Show talent you lead with purpose. Write bylaws that detail why your group exists beyond a few generic “values” buzzwords. Tell a great story behind your why to emotionally connect with candidates. You’ll have more influence on their decision when you highlight this common ground of purpose and values.

    What? What are you trying to do to solve your constituents’ problems? Lay out your strategic vision beyond the traditional undifferentiated mission statement. Be as specific as you can with sales targets, desired size of the team, and/or new markets without giving away anything confidential. Talent wants to see a clear path for growth.

    How? What actions will your team take to achieve that vision? What are your team’s core strengths and identity to get there? In the interview, sell talent on how vital their role is to achieve that vision. This will inspire shared meaning.

One “A” player, let’s call him Bill, felt stuck with little opportunity for growth. He inquired with industry contacts, including one of my CEO coaching clients, who knew competition for Bill would be stiff. My client emphasized the central role of growth in the why and what of his bylaws, and Bill became enamored with the cultural fit. This helped him win the competition for Bill, who has become a critical member of his leadership team.

Be an innovative boss

Sixty-nine percent of employees say managers have the biggest impact on their mental health. This is greater than their therapist or their doctor and equal to their significant other.

Highlight how you’re a different boss from others they may be considering. You place the utmost importance on mental health. You also understand and embrace the changing drivers of employee satisfaction. As an innovative leader, you will:

    Give them the autonomy and responsibility to spearhead challenging work. You will not be controlling, deep in their weeds, or limit their ownership to unfulfilling grunt work.

    Empathize with them when they make mistakes. You will stay calm, assume positive intent, and reiterate your belief in them.

    Make them feel heard and valued. You will ask them open-ended questions rather than make definitive statements that shut down their ideas. You will always incorporate their points into your decision process. You will show appreciation with recognition that highlights their specific actions or accomplishments. And why shouldn’t you? Seventy-eight percent of employees would be more productive if managers recognized them more often.

If a potential boss sold you on these traits in an interview, how excited would you be to join?

 

Remember to ask open-ended questions about non-salary add-ons that may be especially important to them. These can be anything from flexible work arrangements to professional development. Stand out from competitors by recognizing what matters to that individual.

Celebrate your people

A vital move to win the war for top talent comes after they’ve accepted your offer. Job switchers often feel uneasy about their decision. Take action to help them feel confident they made the right choice.

    Send them a small, personalized gift before they start. You said they’d feel heard and valued. Show it. Use what you’ve learned about their likes and interests to get them something thoughtful, not a generic corporate tchotchke. Include a note that says you’re excited to see their ideas and contributions.

    Give them a welcome card signed by team members on their first day. This helps affirm they’re joining a family of shared values working together to achieve something bigger than themselves.

    Involve senior leadership. One of my CEO clients personally speaks to each new team member. Many are blown away by the busy CEO of a large company taking time to tell them about the company’s history, culture, and their importance as a contributor.

These actions slash costly early turnover. The thrilled new hires spread positive word-of-mouth and make referrals. Referrals are the cheapest and best source for your future pipeline of “A” players.

Imagine beating your competitors to land the top talent that will maximize your performance. Use these three progressive ways to win those battles.

Fast Company – work-life

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