I don’t like the word “sell”
To “sell” a candidate implies driving them to make a decision they are not ready to make.
I prefer to think of this as clearing the path, and it is one of my favorite conversations.
By the time we are having this discussion, they have already made their decision, they are just not completely sure what it is, or they have not actualized what it means to their life or their family.
They are afraid.
The final decision may be to not join us, and that is ok too.
We don’t want to push anyone to join us who did not really have their heart in it.
We have already committed considerable time and energy into getting to know the candidate’s personality, technical skills, leadership acumen, and ambitions.
We have convinced ourselves that this candidate is worth a long term commitment and will be a great team member.
We have calculated and extended an offer, then usually negotiated it to some level.
But they are still not quite sure.
This is a big, scary decision.
We know that we want to work with them.
They are trying to decide if they want to work with us.
They have questions.
And ultimately, they have to take a leap of faith.
When you, as the hiring manager, or a potential future peer, meet with the candidate, keep some things in mind:
Their questions are going to be easy.
Some are going to be silly.
What they are really asking is: “Can I trust you?”
They are making huge life decisions based on a handful of questions posed to people they barely know.
Don’t bullshit them.
And don’t just answer their questions.
They need to build some trust, and this comes from some rapport.
Get to know them.
Get to know their needs and their concerns.
Open up to them about your own.
If you paint too beautiful of a picture of what it is like here, they will see right through you.
Tell them a little about why you work here, but only a little.
Remember that this is about *them*
They are not in any mindset to talk about you.
If they have made it this far, they have already made a decision.
Now we just need to clear barriers for them to see it more clearly.
Most of those barriers come from two important areas:
- Our inability to share specific details of the current project or company with them
- Their level of trust.
Talk to them about their motives, hopes, and dreams.
What do they want; deep in their core?
Can we offer them that?
Paint a picture for them.
Tell the story of their future here.
Now that you know them better, weave their own dreams into that future.
First and foremost you have to believe it.
If you don’t believe that you can give them what they are looking for, then this is the time to cut them loose.
It does not help anyone to find out months or years later that this was not the right match of candidate and opportunity.
If the concerns are related to the work; go deep into the work.
If the concerns are family; meet the family.
If the concerns are timing; find a flexible solution.
We are building a team, not building a product.
The products will come and go, but the team is more important than the work.
The team is the machine.
The product is the output.
Connect with the person at a deep enough level that they can start to tell their own stories.
They will start to imaging all the amazing things we will build together.
They will cast their own visions of their future with this team.
Then, and only then, will they choose to join us.
Plant the seed in the first phone screen.
Nurture that seed during the interview process by letting them meet the amazing team we already have.
Then shine a brilliant light on the future to show them how we can grow together.
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