You are well respected for your international business success, and reputation for developing a strong and loyal team. Do you have a particular philosophy towards how to attract employees and development?
It starts with hiring the right people. Whether recruiting for small business or large, I tend to hire people I feel I can work with, and I look for attitude, rather than skill. I need to be aligned and engaged with them from the outset, to be able to get the best out of them. You can’t have a successful organisation if you don’t have successful people.
It’s important a prospective employee will be a good fit for your organisation. The relationship they have with their manager is important as well, because leadership is about human relationships, trust and commitment.
I’m not one who rushes to promote people, though I’m aware this doesn’t fit well in an environment where many young people want to start as managing director and work their way up from there. I want to see people doing the job they are hired to do and doing it reliably and well, so that I’m able to develop trust in their judgement.
It’s not just about being good at making decisions. I would much rather a person who has a number of options, but is not sure of the right decision, come to me with the problem and with what they think is the solution. This allows me to build trust in this individual, because it shows they have considered the issue thoughtfully and they’re willing to seek guidance.
My judgement isn’t only based on how they perform. I am also interested in what their peers say about them, what their clients say about them, and what management says about them. What have they done to assist their colleagues to do their job? When they don’t have a lot on, are they looking at how they can help out their colleagues? They are not just team leaders, but also team players.
The best I can do is encourage and create an environment where a leader or outstanding performer will rise above the others.