I recently shared about the work-flex model that makes my communications firm unique. In stripping down the typical workplace structure, hours, demands and hierarchy, we have created a truly special place to work with a replicable business model. The response has been overwhelming, both from clients, prospective team members and other business owners wanting to learn more.
One question I’m often asked is: How did you bring together such a diverse and talented team? And then: How can I be a part of it?
Some people have a knack for learning new languages, others can pinpoint a computer problem in 60 seconds flat. While I haven’t been gifted with either of those skill sets, I like to think that I have an eye for spotting talent and connecting people in the most unlikely situations and places.
Whether it’s a fellow campaign manager, a news director you admire, a former communications colleague or simply via word of mouth from a friend in another state, it's important to always keep an ear to the ground when it comes to meeting new talent who might complement your existing team.
I place a strong emphasis on bringing together extraordinary professionals who are not only smart, hardworking and driven but also who have great values. When building a business, particularly one with a nontraditional structure that relies on workplace flexibility and giving people the freedom to run their own lives, trust is paramount. And it’s not just trusting teams to get the work done but having faith that they trust each other’s expertise to deliver the best work product, recommendation or end result.
Here are a few key recommendations for sourcing talent that leads to more successful teams:
Two hours a week can go a long way.
Set aside time each week to meet with professionals and job seekers in your industry. Maybe it's someone who was referred to you through email or social media or an old friend or colleague. I block off one hour, twice a week for these meetings. Some of my most successful and accomplished team members have been brought on after an informal meeting over lunch.
You shouldn't find talent by the book.
Consider bringing on professionals with nontraditional backgrounds -- because the obvious choice isn’t always the right one. Skills and experiences honed along the way are important, combined with the thirst to learn and capability to take on new roles. One of my longest-serving team members worked as a high-level political appointee for a government agency but had zero communications or client services experience. Today, she oversees accounts that require high-level execution and direct interaction with some of the region's top CEOs and leaders.
Scratch the job titles.
My firm is anything but traditional, but in many workplaces, people are obsessed with job titles and the hierarchy that comes with them. I once served on a presidential campaign where we all had blank business cards. Drawing upon this, I decided early on when building my business to do away with job titles to cut down on workplace politics.
The result? Our team members are willing to take on a variety of roles to better serve our clients and bring a “can-do” attitude to their work product. For example, each of our accounts has its own specific needs -- someone who is the right fit to lead one account may serve a different role on another. I also see greater satisfaction from team members, higher productivity and less burnout and stress than is common in traditional workplaces.
Sourcing talent to build a strong team should not solely be about finding individuals with specific skills. It’s determining whether they have good instincts, the potential to learn new ones and the willingness to take on new roles when needed. At the same time, leaders should be willing to consider professionals with different backgrounds and diverse experiences, as well as openness to break down traditional workplace norms.
In the end, our teams are much stronger and more effective than anything I have ever experienced in the communications space. Finding those people and seeing the synergy grow between new and existing team members -- each with different perspectives and roles to play -- is one of the many reasons why I love my job.
