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Lesson #1: “Never hire or promote in your own image”
Article Overview: Hock always had a strong sense of his own strengths and shortcomings. To that end, one of his guiding principles was to surround himself with associates who would complement his skill set rather than duplicate it.
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Lesson #1: “Never hire or promote in your own image”
Hock always had a strong sense of his
own strengths and shortcomings. To that end, one of his guiding principles was
to surround himself with associates who would complement his skill set rather
than duplicate it.
“Never hire or promote in your
own image. It is foolish to replicate your strength. It is idiotic to replicate
your weakness,” said Hock. “It is essential to employ, trust, and reward those
whose perspective, ability, and judgment are radically different from yours. It
is also rare, for it requires uncommon humility, tolerance and wisdom.”
Hock understood that he might not
have had all the skills he needed to succeed, but he could compensate by
surrounding himself with those who did. In addition to refusing to hire after
his own personality, Hock also looked for certain characteristics in his staff.
“Hire and promote first on the basis of
integrity; second, motivation; third, capacity; fourth, understanding; fifth,
knowledge; and last and least, experience,” he said. “Without integrity,
motivation is dangerous; without motivation, capacity is impotent; without
capacity, understanding is limited; without understanding, knowledge is
meaningless; without knowledge, experience is blind. Experience is easy to
provide and quickly put to good use by people with all the other qualities.”
For Hock,
hiring decisions were based on more than just a good resume. He wanted people
who, like him, wanted the best for the organizations that they worked for
because, he believed, there was no way to inspire and motivate others from the
outside.
“Money
motivates neither the best people, nor the best in people. It can move the body
and influence the mind, but it cannot touch the heart or move the spirit; that
is reserved for belief, principle, and morality,” he says. “As Napoleon
observed, ‘No amount of money will induce someone to lay down their life, but
they will gladly do so for a bit of yellow ribbon.’”
This was one
of the core tenets of the way in which Hock believed companies would rise to
the top – bringing on board people who wanted to be there, and letting them be
all they can be.
“If you don't understand
that you work for your mislabelled 'subordinates,' then you know nothing of
leadership. You know only tyranny. Compelled behaviour is the essence of
tyranny. Induced behaviour is the essence of leadership. Both may have the same
objective, but one tends to evil, the other to good,” said Hock. “Lead
yourself, lead your superiors, lead your peers, employ good people, and free
them to do the same. All else is trivia.”
Before hiring the person
with the most experience or the best education, Hock cautioned looking deeper
below the surface. Will the person devote himself to the company as much as its
founder? Will the person jump ship at the first signs of trouble, or if a
better opportunity comes along?
Hock looked for people
that embodied the same characteristics of integrity that he wanted his
companies to stand for, and in doing so, took them to the top.
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