Alchimie works with some of the worlds’ leading companies and executives around the world and we have been fortunate enough to identify and assess many of the characteristics and personal qualities that represent goodwill and best practise in the workplace. We have put some of these into short soundbites to help stimulate thought and conversation, as we navigate our ever evolving advocacy network. We hope you will be encouraged to question these ideas and send us your thoughts at info@alchimiegroup.com
Why speak with a Recruiter? - When we engage a recommended individual we usually encounter someone with a genuine sense of self value (in ones’ competency and position) and open-minded curiosity. If you receive a call from a head hunter it is usually a sign that someone thinks you are good at what you do, not that you are looking for a move.
How to test the Recruiter's credibility? - A professional recruiter will not ‘sell’ a new role or offer anything to you (especially money) before getting to know you. They will never reveal their client until they have received your resume. They will not namedrop to get your attention or reveal their source when confidentiality has been requested.
Does the Recruiter think you want to move job? - A professional recruiter will expect you to be highly motivated and passionate about your current role and company. If you're already looking to move then the essential values of exclusivity (to the hiring company) and confidentiality are at risk.
Is the Recruiter only looking to fill a position? - Although a professional recruiter is driven by completing the project they are working on, they are also interested in seeking advice, further recommendations and in becoming an advocate for the future.
Are all Recruiters the same? - Fundamentally, a head hunter is client-driven and a recruitment agent is candidate-driven. Head hunters depend on personal recommendation (they do not use online networks unless it is necessary when following up a referral) and they do not work on behalf of 'actively seeking' individuals. The head hunter will want to get to know you, irrespective of your interest in the project.
Goodwill principles (I)
Trust
Probably the most cited value in any organisation is trust. Good leaders trust their people to perform at their best, they rarely monitor or micro-manage, and they give the freedom to individuals to make mistakes as part of their learning. Trust in the team nurtures trust in leadership.
Courage
Courage is not an absence of fear, but the strength to act when the jeopardy for failure is high. It is the ability to make difficult and timely decisions when situations demand action that gives good leaders their edge.
Reciprocity
Although achieving business success is essential, it is the impressions we leave with others that are the foundations for our career legacy. From the Cleaner to the CEO, the rule of reciprocity says treat others as you would like to be treated, whoever they are.
Shared values and goals
The best teams will be diverse in character and thinking but united in purpose. Without shared values and well-defined goals the objective is rarely achieved. Good values create good behaviours, good behaviours produce good results.
Good people know good people
The clearest evidence of good leadership is not about titles or status but much more about their reputation among their peers and teams. Good leaders will not always achieve or surpass their business targets, but they will always be trusted and respected by other good leaders.
Goodwill principles (II)
Let others take the credit
Good leaders give away 'accolades' in the same way they delegate responsibility. When they pass on praise to their team they not only give the credit where it’s due, they help create and perpetuate a culture of mutual accountability.
Wrestle with ideas
Not every idea comes perfectly packaged. Innovation often comes through impractical and unusable ideas that have been reshaped into something workable. Good leaders always listen to ideas, no matter how outlandish they initially appear.
Adversity is the best teacher
An MBA or elite education has value but is never as beneficial as having overcome adversity in the workplace, especially when dealing with difficult and complex challenges. The resume of a good leader will often include challenges that were overcome, and some that were not. It takes failure to build character.
Performing when no-one else is looking
It is human nature to want recognition for our endeavours, but good leaders will take responsibility to deliver even when no one is looking. They will understand that their reward is not only a personal sense of achievement but in creating a culture (for their team) to value personal contribution.
Passion drives performance
Good leaders are unlikely to use the stick and carrot approach. Bullying or threatening the team may often deliver the result but will always lose goodwill. Equally, incentives may compel teams to achieve but will often appeal to the unscrupulous. When the team is passionate about the mission it will often overachieve, especially when it is the dedication and not the result that is rewarded.
Good hiring principles
Chemistry matters
The best hiring decisions are almost always based on experiencing positive human connection in the interview environment, supported by a track record of competency and achievement. Good leaders will look for honesty and openness in their prospective hires ahead of obvious talents and achievements.
Mission not reward
When money is the first priority then other important motivations are usually diluted. Companies with a smaller vision tend to compensate with higher financial reward. The best companies offer a business mission that will appeal to individuals who want to make a positive contribution.
The work-life balance myth
Work and life are not at opposite ends of a spectrum, whereby one balances the other. A good leader is not looking for actors to play a role in work, but to harness the energy and values that people already possess so that they can apply this in their professional lives.
Hire the best person
No matter how capable a friend or family member might be, recruiting people we know is still a form of nepotism. It is better to avoid familiarity of any kind, not merely to reduce risk of undermining the trust of other team members but to ensure that hiring is purely merit-based.
Avoid those perpetually on the run
Frequent career moves are now more common than ever, as professionals navigate their way up the management hierarchy. However, individuals who regularly move company or position have rarely had time to deliver their objectives, let alone leave behind a good legacy. It is usually ambition and money that shapes their decisions and these are never the most important values to a good leader.
