How Do You Hire?

For his column, the Corner Office, Adam Bryant asks CEOs and presidents how do you hire. Here’s a random sample, from recent interviews, on what senior leaders look for in the people they hire.

Don Knauss, chief executive of the Clorox Company

“First and foremost, I’m looking for fire in the belly. I’m looking for passion. I’m looking for energy. Is the person going to take a leading role and have an impact on the business? I will take passion over pedigree any day of the week. Second, are they smart? Can they think analytically, creatively and strategically? If you don’t have the intellectual horsepower, it’s going to be hard for people to follow you.” 

Shawn Jenkins, chief executive of Benefitfocus, a benefits technology company

“I’m mostly fascinated with people’s stories. I’m really interested in where people grew up, and maybe the teams they played on. What I’m mainly listening for is: Does this person believe things are happening for them, for a positive reason, regardless of what actually happened? Or do they believe that things are happening to them and against them? I’ll listen for whether they say things like, “I’m so glad that actually happened, because I learned this and this.” Or do they believe that there’s sort of a conspiracy out to harm them?”

Avinoam Nowogrodski, the chief executive of Clarizen, a work management software company

“I have three main things I’m looking for. One is: Is this person curious? Do they care? Do they listen? Are they drawing conclusions? The second attribute is modesty. Does this person think they know everything, that their cup is full? Because if they think their cup is full, then we don’t need them, because they know everything. The third element is passion. Is this person passionate about what they do?”

Jeff Lawson, chief executive of Twilio, a cloud communications company

“I look for a certain spark. It’s almost like having a chip on their shoulder — there’s something they want to get done in life, and they’ve got something to prove. If I can help them do that, they will be massively contributing to the company. That’s where you get the passion and drive and energy to do great things.”

Sheila Talton, chief executive of Gray Matter Analytics, a consulting firm for financial services and health care

“There are certain people who love change, and some who don’t do well with change. One of the things I’ve learned in selecting people is to discern who will thrive on change and then put them in roles where the waters are going to be choppy. One question I ask is, “Tell me about a situation, either with one of your former bosses or perhaps with a client, where it was really difficult and the outcome was not good.” What I listen for is how much ownership and responsibility they showed in trying to steer through the choppy waters. If they show leadership, that says to me that they welcome change. Another question I ask is, “Tell me about your successes and how you accomplished them.” I listen for words like “we” and “us.” If I hear a lot of “I’s,” that tells me a lot about their ability to collaborate.”

David Rosenblatt, chief executive of 1stdibs, an online marketplace for high-end goods including art, antiques, jewelry and furniture

“I like to ask people to walk me through their lives from the time they were young through the present. I pay particular attention to transitions, because I think that says a lot about people’s values and judgment, and the basis on which they make decisions. I find that if you listen to the narrative of people’s lives, you get a better sense of them as people and as professionals than any other approach I’ve taken.”

What can you learn from these CEOs about interviewing, and having a successful first year?

• It’s about attitude. Show your passion, drive and energy. Talk about your drive to accomplish something that was important to you.
• Take responsibility. Not everything you’ve done has turned out the way you wanted it to. Talk about mistakes and show what you’ve learned and how you’ve applied the learning.
• The most successful employees are the ones who are able to adapt to change. Provide examples of when you embraced change, remained flexible and optimistic even in times of uncertainty.
• Be a team player. Show when you put goals of the team ahead of your own.

Importantly, tell stories to demonstrate the attitudes and behaviors employers value the most.