Why I wouldn’t hire me to work at my company

Why I wouldn’t hire me to work at my company
Dustin Lien
October 24, 2018

Apparently because of my preference for a flexible environment, I “may become restless and disruptive under too much structure.”

Ha. Spot on.

I’ve taken interest lately in figuring out how to hire the right people for the right positions (which of course depends on a lot of different variables like work environment, schedule, peer to peer dynamics, etc.), and I mentioned this to a friend last week who is the CEO of a digital marketing agency.

He showed me a tool they use during their hiring process, and he let me try it out on myself. The results were mostly as expected, but still very interesting.

Here’s a small snippet of what my results suggested:

“Resists structure or monitoring and assumes the ability to prioritize their work day. This person may demand details be finished in a certain way, but may require someone else to accomplish the task.

Potentially stubborn, this person focuses on personal interests and resists things that get in the way of their agenda. Prefers a loosely formed environment and may become restless and disruptive under too much structure.

This person does not want to synchronize their work efforts and assignments with others.”

Ugh, who would want to work with THAT guy every day?

As I read through the results and my friend talked me through what some of the scoring meant, it was a great reminder of something I think a lot of entrepreneurs and leaders forget:

You shouldn’t hire people who work the same way as you do, because we all have different strengths, weaknesses, and preferences that create unique results when combining individual roles and company culture dynamics.

Basically it’s really easy to destroy a company by hiring based on what you see as the “right way” for people to work, rather than by what the right fit is for the position and the company.

The reason I never made for a very good employee is because that’s not what I’m built for. My personality tends to reject most modern management systems (even reasonable ones). But some things that make for a not-so-great employee help me as an entrepreneur.

Here’s another snippet:

“This person thinks so far outside of the obvious pattern, they aren’t aware of what’s “normal”. They are the epitome of thinking outside the box. There is no box. Whether they work with concepts or objects, this person can find rare solutions that may bend business in unexpected directions. Be prepared for suggestions that may or may not be profitable, but always innovative. Ingenuity is enhanced by experience and education.”

“Naturally decisive, this person is aware of the issues at hand without being overly concerned for the specific problems. This problem solver is happy taking on potentially risky situations and conquering them. Will expect latitude and authority when taking on obstacles and does not willingly accept no as an answer.”

It’s important, I’m finding, to understand our own strengths, weaknesses, and tendencies as well as those of the people we work with if we want to perform better and be happier at work.

Not everyone thinks the same or works the same, and that’s where the opportunity for magic presents itself.