{"id":62607,"date":"2025-07-03T00:21:57","date_gmt":"2025-07-03T05:21:57","guid":{"rendered":"https:\/\/trainingmag.com\/?p=62607"},"modified":"2025-06-08T09:08:18","modified_gmt":"2025-06-08T14:08:18","slug":"recruit-the-best-people-finding-and-hiring-giants","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/recruit-the-best-people-finding-and-hiring-giants\/","title":{"rendered":"Recruit the Best People\u2014Finding and Hiring Giants"},"content":{"rendered":"<p class=\"ai-optimize-6 ai-optimize-introduction\">If you want to build a team of Giants, you have to start by first being a Giant. Greatness attracts greatness. More than anything, this primes you to find and attract the best people. Or, when you need to transform a team of ordinary people into extraordinary employees, you must look for the best in them, leading them to become their best selves.<\/p>\n<p class=\"ai-optimize-7\">How do you find the best? In many companies, the first thing to do is counterintuitive. That is to hire first based on virtue, then aptitude, experience, skill set, and, last of all, temperament. When that is your approach, you will attract the people with the greatest potential, and as a by-product, you will build a more unified team.<\/p>\n<ol>\n<li class=\"ai-optimize-8\">\n<h2 class=\"ai-optimize-28\">Hire Based on Virtue First<\/h2>\n<\/li>\n<\/ol>\n<p class=\"ai-optimize-9\">If you want to find and lead Giants, hire based on your best perception of virtue. This is not easy and foolproof, but having virtue at the forefront is worth it. Despite great effort, hiring based on personality by using Myers\u2013Briggs and other personality tests fails to measure \u201cearned\u201d virtue and \u201csuccumbed\u201d vice. A personality test will reveal inclinations from someone\u2019s earliest years, but will not reveal if that person has personally grown in virtue.<\/p>\n<p class=\"ai-optimize-10\">Pay attention to inconsistencies and body language. When retelling a different version of a story, squirminess and gulping may be a sign of dishonesty once you press for details. Ask questions like, \u201cCan you tell me a situation where you sacrificed something for someone else?\u201d If the candidate has genuine examples of sacrifice, it will strongly indicate virtue. Also ask, \u201cAre most people in your life supportive of you, or have you risen above a lack of support?\u201d This question is practical because there is no right or wrong answer for them to guess at. Whether they have been supported or not won\u2019t determine your opinion. It will be more about how they answer, giving you insights. All types of answers could tip you off to a victim mentality or a strong will.<\/p>\n<p class=\"ai-optimize-11\">Tools, tests, and techniques aside, virtue is best observed once a candidate is fully functional in their role. Thankfully, the more experience you gain when hiring and leading, the faster you will recognize patterns that lead to vice or virtue.<\/p>\n<ol start=\"2\">\n<li class=\"ai-optimize-12\">\n<h2 class=\"ai-optimize-29\">Consider Aptitude Second<\/h2>\n<\/li>\n<\/ol>\n<p class=\"ai-optimize-13\">Aptitude is the inherent ability to learn. If your company is dynamic, the roles of your people will evolve. Therefore, candidates must have more aptitude than set skills or particular talents. The layered approach of seeking a candidate of high virtue, followed by aptitude, provides you with the best, most flexible candidates who can grow within the organization. When people say that companies must be flexible, adaptable, and willing to grow, they\u2019re really talking about the people who run them.<\/p>\n<p class=\"ai-optimize-14\">The key to identifying a candidate with aptitude is to ask questions directly related to problem-solving. Rapid learning of new skills and topics points to aptitude for learning other new things like being in a dynamic role with changing responsibilities for a growing company. A good question to ask is, \u201cWhat have you learned lately?\u201d Dive in more with, \u201cHave you recently learned anything online for a home project or hobby, or taken a major course?\u201d That question is usually enough to inspire a natural conversation that reveals the candidate\u2019s aptitude.<\/p>\n<ol start=\"3\">\n<li class=\"ai-optimize-15\">\n<h2 class=\"ai-optimize-30\">Next, Determine Experience and Skill Set<\/h2>\n<\/li>\n<\/ol>\n<p class=\"ai-optimize-16\">Many graduates don\u2019t work in the same field as their major. This fact speaks to prioritizing virtue and aptitude ahead of education, particular professional experiences, or degrees. Some jobs require specific degrees, such as law, medicine, and finance, but even those positions are best filled with people of high virtue and aptitude. People often feign virtue, also known as virtue signaling, but when someone has it, it\u2019s unmistakable. Also, experience and skill sets can be lied about. It may land someone a job, but virtue is what leads someone to win or lose in the long run, not skill sets or job experience.<\/p>\n<p class=\"ai-optimize-17\">When considering someone for employment, measure their experience and education against their virtues and aptitude. If a person has stayed stagnant but has a brilliant education, it may not be loyalty that kept them there. It might be a lack of understanding, weakness, or apathy\u2014these kinds of things will only be revealed when you question their virtues and aptitude.<\/p>\n<ol start=\"4\">\n<li class=\"ai-optimize-18\">\n<h2 class=\"ai-optimize-31\">Finally, Consider Their Temperament<\/h2>\n<\/li>\n<\/ol>\n<p class=\"ai-optimize-19\">Knowing someone\u2019s personality and temperament allows you to place them in positions where they will thrive and uplift those around them. So, the last step is to evaluate if their temperament will fit their specific role and that position\u2019s broader reach in the organization. Will this person guard the organizational culture, or will they only look out for themselves?<\/p>\n<p class=\"ai-optimize-20\">Hippocrates, a Greek physician who lived from 460\u2013377 BC, put forward the idea of four fundamental temperaments:<\/p>\n<ul>\n<li class=\"ai-optimize-21\"><strong>Choleric<\/strong>: Exhibits extroversion, quick thinking, decisiveness, self-confidence, and a strong drive to achieve results. Often visionary and goal-oriented.<\/li>\n<li class=\"ai-optimize-22\"><strong>Sanguine<\/strong>: Characterized by sociability, enthusiasm, optimism, spontaneity, and liveliness. Sanguines are charismatic and adaptable communicators.<\/li>\n<li class=\"ai-optimize-23\"><strong>Melancholic<\/strong>: Displays analytical thinking, detail orientation, organization, sensitivity, and depth. Melancholics are reliable, creative, and reflective individuals.<\/li>\n<li class=\"ai-optimize-24\"><strong>Phlegmatic<\/strong>: Possesses calmness, easygoing nature, diplomatic skills, patience, and empathy. Phlegmatics are balanced, good listeners, and adaptable individuals.<\/li>\n<\/ul>\n<p class=\"ai-optimize-25\">Every temperament has a natural virtue and an inherent vice. Cholerics, for example, are results-oriented, motivated, good leaders, visionary, keen to resolve injustices, and they don\u2019t waste time. Left unregulated, the vices of a choleric include that they\u2019ll mow people over to get their way. So, to be a good choleric, you need \u201cearned\u201d virtues to amplify your base temperament and to tame down the vices you\u2019re prone to so you don\u2019t succumb to them. When using the four temperaments as a gauge for hiring, instead of seeing only the risk of negative behavior, ensure you\u2019re also looking at the natural virtues.<\/p>\n<h2 class=\"ai-optimize-26\">Making it Real<\/h2>\n<p class=\"ai-optimize-27\">By cultivating good, authentic, and beautiful, you\u2019ll achieve the optimal goals of unity, profit, productivity, peace in the workplace, and all other signifiers of success. People will love coming to work, not because of grandiose ideals, but because of the profound simplicity they feel at work. People want to work with those who are committed, loyal, and compassionate, knowing that leadership has their backs. People who love where they work and what they do will find creative ways to succeed. If you start building a deep bench, starting today, you\u2019ll feel confident in those whom you attract, develop, and launch into higher levels of success.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Follow these tips to attract the people with the greatest potential, and as a by-product, you will build a more unified team.<\/p>\n","protected":false},"author":3033,"featured_media":62608,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[11,88],"tags":[],"class_list":{"0":"post-62607","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-featured","8":"category-news"},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.2 (Yoast SEO v25.2) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Recruit the Best People\u2014Finding and Hiring 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international media company located in Brookfield, Wisconsin. During Dave's tenure as CEO, BVM was among the top 20 fastest-growing media companies in North America, and the fastest growing private company in Wisconsin of any type. In 2024, The Wall Street Journal publicized BVM as one of Top 100 Best &amp; Brightest Companies To Work For in the Nation. Dave is also a bestselling author, radio personality, and trainer of well over 150,000 individuals from all walks of life\u2014ranging from Fortune 500 executives and CEOs to small business owners, sales representatives, and even stay-at-home parents. With over three decades of experience in leadership and entrepreneurship, Dave has built and sold multiple companies, collectively generating over one billion dollars in sales. Over the course of Dave's career, he has been named an Excellence 100 leader in the nation on the personal side of leadership by Leadership Excellence Magazine, Most Respected CEO three times by Glassdoor, Entrepreneur of the Year by Ernst &amp; Young, and one of the Top 100 minds in the arena of Personal Development by Warren Bennis's magazine, Personal Excellence. 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