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Fletcher Wimbush

Fletcher Wimbush owns a consulting and assessment testing firm specializing in selecting the best candidates for attitude, integrity, competency, and aptitude. His consulting firm The Hire Talent just released a complete book “Hiring Talented Team Players: A Guide to getting it right” It provides clients the tools and the guidance for selecting the best talent for their business. Feel free to contact the company any time, for help or partnerships.

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NFL Highlighting How ‘Problem Generators’ Affect These 5 Components of Your Business

by Nov 14, 2013, 9:45 am ET

Screen Shot 2013-11-13 at 11.20.45 AMFootball, and in particular the NFL, is a big part of my life. Not only do I enjoy the game and all it has personally done for me, I enjoy all the lessons about business management it has to offer. In the latest rounds of NFL scandals the Miami Dolphins offensive lineman Richie Incognito was accused and tried in the media for work place harassment. It has caused another valuable member of its offense of line, Jonathan Martin, to quit the team and create a storm of controversy about the culture of the NFL locker rooms. Is this commonplace? Is it generally accepted behavior for professional football players? Probably not. As this controversy continues, we may find out differently. From what many of the experts are saying this is simply a case of mismanagement, and a player or players out of control.

In the business world, degrees of “problem generators” like Incognito exist; these are the people with the bad attitudes masked by talent. In some companies they are more prevalent than others. Many organizations actually seek to eliminate these problem generators and prevent them from ever being hired using some of the techniques and tools suggested in this Simple Guide to Interviewing for Attitude. One bad apple can cause a lot of damage, and the evidence is obvious when the promising Miami Dolphins lose to the winless Tampa Bay on Monday night mostly due to the loss of two key players.

Problem generators create host of subtle but extremely damaging side effects. Here are my top five areas that are affected the most by a problem generator. keep reading…

A Sales Manager’s Perspective on Recruiting

by Oct 17, 2013, 6:26 am ET

People Lined for workIf you have ever sat in a sales meeting, the following is probably familiar: The sales manager expects his or her team to make a certain number of customer contacts every day, and this number is usually higher than the number of contacts the salespeople want to make. The sales team retorts in the same way every time, “It is quality, not quantity, boss.” Who is right? Well, they both are. keep reading…

Learn to Identify the Qualities You Really Want in Your Next Hire

by Oct 2, 2013, 6:22 am ET

Many business leaders take a gut instinct approach to selecting talent. This means they know in their gut what they want their candidates to look like, but don’t take the time to fully develop a profile of the ideal person into a measurable description. Even if the ideal candidate is described in a job posting or a job description, it is often vague and lacks clear direction. In a recent exercise with a group of business owners and executives, we explored some of the qualities they looked for in candidates. I made two distinct observations and came to one conclusion. keep reading…

Don’t Lose Great Job Candidates

by Sep 11, 2013, 6:33 am ET

If you are sitting here reading this, you are probably a top performer — the best seek out challenges, look to expand their knowledge bank, and have a strong desire for excellence. What most top performers aren’t looking for is to be sold on something they haven’t had the chance to fully investigate for themselves. After all, most of us are a bit standoffish around salespeople or when facing offers that seem too good to be true.

I recently saw a top-caliber financial analyst leave a company because a headhunter recruited him, offering a 20 percent increase in pay. This offer got the analyst through the door, but the prize at the end of the road blinded his vision of the dust storm ahead. keep reading…

Are Your Emotions Preventing You From Making Great Hiring Decisions?

by Aug 28, 2013, 5:52 am ET

Emotional hiringHiring is like meeting a new guy or girl you like for the first time. This wonderful person walks into your office and the two of you make a perfect connection right off the bat. You like the other person’s vibe, how the person looks, and he or she seems to fit all your necessary requirements. You know how many business owners and hiring managers say, “I just really like the candidate, I think he (or she) will do great!” (I am pretty sure you have all either said or heard someone say something exactly like this before.)

In relationships, it’s called the infatuation stage; in hiring, I call it the hiring by gut stage. keep reading…

A Simple Guide to Interviewing for Attitude

by Aug 20, 2013, 5:51 am ET

Bad attitude signMark Murphy wrote a terrific book on interviewing for attitude, which I highly recommend (also see this interview). His company, Leadership IQ, conducted an impressive survey discovering that 46 percent of new hires failed within 18 months, and that 89 percent of the time it was for attitude, not a lack of technical skills.

Interviewing for attitude presents a dilemma: Most people are on their best behavior when interviewing and even during their first 6-12 months of employment.

You may not realize you have a problem on your hands until the new hire has been trained and is a fully functioning part of your team. Knowing you’ll have to begin the selection process all over again — a long and costly procedure — makes it harder to part with the employee. Meanwhile, the good-natured people on the team have to pick up the slack, putting strain on your best people and leading to harmful side effects. Burnout, discontent with management, and customer service deficiencies are likely to develop.

Since this is a major problem in many organizations, guerrilla tactics are needed. keep reading…

What Golf and Interviewing Have in Common

by Jul 31, 2013, 6:37 am ET

Golf GreenDavid Sandler wrote an interesting book on sales called You Can’t Teach a Kid to Ride a Bike at a Seminar. His underlying point was that the skills and techniques you learn from reading his book, or any book for that matter, need to be consistently reinforced through continued training and practice.

The process is the same for anything else you want to master. You didn’t become a leader in your field overnight, and you will lose your standing as an expert over time if you don’t keep practicing and developing your skill sets. Interviewing works along the same principles. keep reading…

What Businesses Can Learn From the Recent NFL Character Problems

by Jul 17, 2013, 6:20 am ET

Aaron RodgersJust like in the NFL, businesses decide to take on risks based on how potentially rewarding they perceive their business ventures to be. The New England Patriots knew there were some risks associated with renewing Aaron Hernandez’s contract for substantial gains. It had to weigh the pros and cons, like many NFL teams who bet on players who don’t produce the expected economic and prestigious team rewards. Ricky Williams, Pac Man Jones, and Chad Ochocinco are examples of great players who did not live up to the expectations of those who gambled on their character. There are plenty of examples of teams with talented players who terrorize their organizations with negativity.

Business leaders face these issues too — weighing the benefits of having a superstar versus the potential for destructive behavior. In business, though, we have it a little easier … plenty of raw talent without baggage. keep reading…