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It’s Hard to Get Off Easy When You Make a Really Bad Hire
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There’s a certain type of manager you only have to work with for, oh, five minutes, before concluding that they really suck.
Why? Mostly because said managers are extremely talented at making everything about them. As far as they’re concerned, you and your opinions are mostly garbage. (So if you’ve ever wondered why these managers always look like they smell something bad, well, that’s why.)
Depending on how long these managers have been in the workforce, they may have learned to solicit your opinion every now and again (having been told this is what good managers do), but you quickly discover they aren’t really listening, and they’ll never use the information or barely acknowledge you even offered it.
That’s a shame.
Like me, you may have wondered more than once how these damn people keep getting hired into positions of authority. Their self-centeredness and near pathologic need for control can’t be hidden.
Could it be someone else in authority detected these traits during the job interview but hired this pain in the rear anyway?
Methinks yes.
Considering everything we know about the psychology of talent sourcing, including how hiring managers often extend offers to people who remind them of themselves, I’ve concluded that some of these truly awful leaders are brought on board because the hiring manager, who considers himself or herself a little cocky — but in a good way — believed the candidate’s “edge” would be beneficial for the business.
The thinking goes something like this:
“Jamie’s a little haughty, but I like that. You need confidence in this game to get things moving. And I know she’s probably exaggerating her accomplishments a little, but she’s just trying to make a good impression. I like that, too. A bit of boldness never hurt. Plus, Jamie’s got great technical skills. I think we’d be lucky to have such a poised, aggressive, and knowledgeable person on staff.”
For the love of all that’s holy and good, employer, please … stop right there.
Once upon a time, I interviewed a man (let’s call him Pete) who exhibited humor, charm, and flawless professionalism. He had a great resume, too.
We had a good time during the interview. My BS meter went off once or twice, but I was having too much fun to pay it any mind. In my foolishness, I chalked Pete’s braggadocio up to youthful exuberance. I hired Pete and was happy to get him.
Sometimes, I’m an idiot.
Later, I learned that Pete had:
It took me a few months to untangle Pete’s half-truths and outright lies, but boy was that a life lesson! (Also, Pete’s former manager and I became friends, which was nice.)
And I KNOW I’m not the only sucker to have hired a total fraud, all because I saw something of myself in this person and figured, “Hey, I’m OK, so he’s OK.”
That was pretty dumb.
I gave the recruiter who found Pete hell, but most of the blame fell squarely on my shoulders.
There’s a common misconception that because we all tell lies, we can presume the liars we encounter are harmless.
Folks, that’s a dangerous presumption.
Despite my poor decision, I got off easy. Pete was not hired into a management position, and his performance tipped me off almost immediately that something was rotten in Denmark. Within a few months, he was gone.
Still, I implore you — don’t allow a trickster to slither into your workplace out of a mistaken belief that lying during a job interview is expected, and therefore it’s not only innocuous but evidence of a savvy job seeker/healthy ambitious worker who’s only doing what any one of us would do to get a job.
Instead of “your kind of liar,” you might find yourself with a deceiver like none other — one who wrecks your team, compromises your brand, and wastes your time.
And that’s if you’re lucky.