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2015-01-16 09:46:31
What s the real key to getting hired? Is it a great referral, wowing the hiring
manager in an interview, specialised skills nobody else has?
Surely it s a bit of everything.
There are a few intangible qualities that make you more likely to land a
position, and some ways to emphasise them once you start the job.
Several LinkedIn Influencers weighed in on these topics this week. Here s what
two of them had to say:
Sir Martin Sorrell, founder and chief executive at WPP
Different roles require different skills and attributes, wrote Sorrell in his
post Seven Qualities That Will Get You Hired. But the best people we hire
tend to have some very important characteristics in common.
Among his top seven:
An ambidextrous brain. We live in a world increasingly dominated by data but
if all you can do is read a spreadsheet you won t reach the highest level.
Success in business means being able as Roger Martin of the Rotman School of
Management puts it to appreciate qualities, not just quantities, Sorrell
wrote. The intangibles of judgment, creativity, intuition and imagination are
essential because they are the things that make innovation happen. They re
just as important as logic, financial literacy and an eye for detail.
The ability to argue. An argument is usually a more constructive exchange than
a conversation in which everyone wholeheartedly agrees with each other, he
wrote. If a leader is surrounded by yes people they learn nothing. Good people
know how to stand their ground and make their case even (especially) when
others don t want to hear what they re saying.
Early adoption. The same curiosity that leads them to look beyond national
borders makes the best people obsessive about the new. High achievers are
generally magpies, forever drawn by the glint of new technologies, new thinking
and new trends, Sorrell wrote. This doesn t mean they abandon or undervalue
the old, but it does mean they are never wholly satisfied with the status quo,
they never stop learning and they never stop driving their businesses forward.
The will to win. I look for people who really care about winning and losing. I
take it personally when we lose a piece of business, or someone leaves the
company. After nearly 30 years in the job, losing still gets to me, he wrote.
Neil Blumenthal, co-founder and co-chief executive at Warby Parker
The first 90-days on any job are critical to making a lasting impression. What
can you do to succeed in those early days? Blumenthal offered his own take in
his post How to Crush it at Your New Job.
Among his tips:
Remember names. Be disciplined about this because it goes a long way during
the first few weeks of a new job, Blumenthal wrote.
Ask questions. But ask the right questions. Make sure your questions are
thoughtful, wrote Blumenthal. Before starting a job, you should have done
your homework: read everything about the company, learned its history, asked HR
if there s anything else you should know before starting.
Deliver a quick win. Look for opportunities to score a quick win as soon as
you get to your new job. Even if it s a small task you can perform, it will
demonstrate an impact, he wrote. Before co-founding Warby Parker, I worked at
a nonprofit called VisionSpring, where we trained women in developing countries
to give eye exams and sell affordable glasses to their communities. As soon as
I arrived, I noticed that the organisation s eye charts were printed on flimsy
cardstock. I immediately spotted an opportunity to brand the charts with our
logo not for self-promotion s sake, but because it added credibility for both
the administrators and patients and to laminate the cards so that they'd
remain fresh over long periods of use.
It was a simple task that demonstrated impact and got me off to a running
start.