Advice for Landing a Job from a CEO (who never hires…)

I get it, you’re the CEO of a sexy brand so all the media companies want to interview you, but when you give advice out that your HR and TA leaders would never give, you’re basically just spewing B.S.!

Pulled directly from the headlines of CNBC, 1-800-Flowers CEO (wait, is that a sexy brand!?), Chris McCann, has to hire 10,000 seasonal workers for the upcoming holiday season to fill the rush of orders they anticipate:

“The ambitious hiring plans will fill part- and full-time roles in production, gift assembly, customer service and distribution and fulfillment center operations. Openings are primarily in-person jobs on worksites throughout Illinois, Ohio and Oregon. Some work-from-home positions, particularly those in customer service, are available.

Here, McCann shares his best tips for getting hired in a seasonal role right now.”

Are you ready for these great tips!?! Here you go:

  1. Arrive at your interview ready to uphold safety guidelines due to COVID
  2. Have a flexible schedule
  3. Express interest in overtime
  4. Tell 1-800-Flowers who want to return to work seasonally, next season
  5. Tell 1-800-Flowers your desire to stay on permanently after your seasonal job.

Okay, not awful, but here is what, I believe, the head of TA for 1-800-Flowers would actually give as advice to someone, right now, looking to work as a seasonal employee for $13.50/hr:

  1. Show up for the interview
  2. Don’t show up drunk or high
  3. Don’t throw up on the person interviewing
  4. Don’t lick anyone during the interview
  5. Show up on your first day

Hiring seasonal workers, especially right now during a pandemic is hard work! It’s almost impossible in the best of circumstances, Chris McCann is so far removed from hiring a seasonal worker he has lost all touch with reality!

First, these are seasonal jobs, McCann himself said only about 5% will make it to the big leagues of a full-time offer after the seasonal job is done. So, let’s not give out a ton of hope, because you just end up with thousands of pissed off people after the seasonal job is done! HR and TA hiring for seasonal spend most of the interview validating that the applicant actually knows and understands this job is going to end in 3 months!

Second, seasonal hiring is warm body, show up hiring. Calm down, Chris, on making a great first impression. When you’re trying to hire 10,000 people at low wages for three months, if you show up, you get the job!

Third, Chris McCann, did Undercover Boss, which tells you a few things. One, he acted like an hourly worker for a TV show, so he thinks he knows what it’s like to be an hourly worker in his environment. Two, he actually wanted to go on a TV show versus running his business. Some CEOs just like media attention.

Here’s what we all should know at this point. The larger the company, the less the CEO actually knows about the reality of hiring. Once that CEO is working for an organization that has more than 500 employees, there’s a good chance they haven’t hired an hourly worker in years. So, thanks for the advice, Chris, but you’re not helping your HR and TA team fill jobs!

How Perfect is your Perfect Hire?

There’s a concept known as the “Perfect Premium”. Basically, we over evaluate the value of “perfect” versus almost perfect. What do I mean?

Let me give an example that we are all familiar with, standardized college admission testing, ACT/SAT. A perfect ACT score is 36. If someone scores a 36 on the ACT, they’ll get a full ride, academic scholarship to some college.

If someone gets a 35 on their ACT test, one point lower than perfect, they might get a full-ride scholarship to a college, but that is no guarantee. We assume 35 is that much lower than a 36. Now, what about comparing an ACT score of 35 to a score of 34? Well, in that case, we assume those two scores a virtually the same! Smart, but not perfect!

We do this with employment assessments as well.

We assume the person who scores the highest on the test is the best one, and the people who scored less are really that close. Let’s say you have an assessment that scores 0 to 100. You have three candidates that score 100, 94, and 91. We will almost always assume that the 100 is by far the better hire than the 94 or 91.

If you tell your hiring manager they can’t have the 100 score because that person dropped out for some reason, they won’t really care if you choose the 94 or 91. To them, those are the same, but that 100! She was the magical unicorn!

We exaggerate the distance between the perfect and the near-perfect by an exponential amount from those who near-perfect to almost near-perfect. 

Why does this matter?

Because the reality is, those who are perfect, and those who are near-perfect, are virtually the same when it comes to potential performance. Whether you hire the perfect scoring candidate or the one who is near perfect, you are basically getting the same person, but your mind will lie to tell you and tell you that you’re not!

Your perfect hire might actually be perfect! But, your near-perfect hire might also be perfect!

Also, for those thinking, “Tim probably just got 35 on this ACT and now he’s trying to make us believe he’s as smart as the kids who got 36!” Ha! you’re wrong! I got a 32, and I’m still way smarter than those try-hards who got 36! Or am I…

Are your Recruiters wasting your Hiring Manager’s time?

I had a conversation the other day with a corporate HR Director and we were talking recruiters, corporate recruiters.  My friend had a dilemma, a classic corporate recruiting scenario. The problem is she has recruiters who are doing a decent job, but they won’t get out from behind their desks and get out into the organization and get face-to-face feedback from the hiring managers. But, here is the real reason:  the recruiters feel like they are “wasting” the hiring manager’s time.

“So,” she asked, “How do I get them out to build these relationships?”

Great question, but she asked the wrong question (was partially my answer).  Her problem isn’t that her recruiters aren’t building the relationships face-to-face with managers. The problem is they feel they are “wasting” someone’s time.

They don’t value or understand the value they are providing to the hiring manager. If they did, it sounds like they wouldn’t have a problem with visiting with the hiring managers.  It’s a classic leadership failure, solving a symptom instead of solving the actual problem.

I don’t think that this is rare, recruiters feeling like they are wasting hiring managers time. It happens constantly at the corporate level.  Once you train your recruiters (and hiring managers) on the value the recruiters are providing, you see much less resistance of the recruiters feeling comfortable getting in front of hiring managers to get feedback on candidates, and actually making a decision.  This moves your process along much quicker.

What value do recruiters provide?  Well, that seems like a really stupid question, but there aren’t stupid questions (just stupid people who ask questions).  Here are a few that will help your corporate recruiters understand their real value to hiring managers:

  • Corporate recruiters are the talent pipeline for a hiring manager. (or should be!)
  • Corporate recruiters can be the conduit for hiring managers to increase or better the talent within their department.
  • Corporate recruiters are a partner to the hiring managers in assessing talent.
  • Corporate recruiters are a strategist for the hiring managers group succession planning
  • Corporate recruiters are your hiring managers first line of performance management (setting expectations before someone even comes in the door)
  • Corporate recruiters are tacticians of organizational culture.

So, the next time you hear a recruiter tell you “I don’t want to waste their time.” Don’t go off on them and tell them to “just go out there and build the relationship”. Educate them on why they aren’t wasting their time. Then do an assessment for yourself to determine are they adding value or are they just wasting time. All recruiters are not created equal and some waste time, and it’s your job as a leader to find ones add value.

A critical component of all of this is building an expectation of your hiring managers of what they should expect from your recruiters.  They should expect value. They should expect a recruiter who is a pro, and who is going to help them maneuver the organizational landscape and politics of hiring. They should expect a recruiter is going to deliver to them better talent than they already have. They should expect a partner, someone who is looking out for the best interest of the hiring managers department.

Ultimately, what they should expect is someone who won’t waste their time!

What Is Your 3 Minute Interview Monologue? This is mine!

Right now, with high unemployment and seemingly endless competition for jobs, nailing your interview is critical! Almost every failed interview can be traced back to the first three minutes. Experts will tell you the first ten seconds, but these are the same experts who have never interviewed or haven’t interviewed in the past twenty years. The reality is a little longer, but not much.

An interview doesn’t really start until you’re asked to open your mouth. And, not the small talk crap that you do while people get settled and wait for Jenny to get her coffee and find your resume.

When you get asked that first question, “So, tell us a little about yourself.” Bam! It’s on. Start the clock, you have 180 seconds to show them why they should hire you.

Here’s what I would say:

“I was raised by 6 women. My grandmother is the matriarch of our family. I was raised by a single mom, who had four sisters, my aunts, and my sister was the first grandchild born into the family. As you can imagine, I was dressed-up a lot! The women in my life love to laugh and I have always had a stage with them to make this happen. 

The other thing it taught me was to cook, sew, and iron. All of which I do to this day. My wife is a baker, but I’m the cook. Mending and ironing fall in my chore bucket around the house.

The real thing it taught me was the value of women in the world. I did my master’s thesis on women and leadership. My mother started her own company in 1979 when no women started companies. Not only that, but she also started a company in a male-dominated technical field.  I was nine years old, and she would pay me ten cents to stuff envelopes for her. We would sit on her bed and she made calls to candidates, and I would stuff envelopes with the volume off on the TV.

Living with a single mom, who started a business during a recession was a challenge. I learned the value of work and started my first real job the day I turned sixteen. I paid my own way through college, my parents who could afford to help, but believed I would get more out of college if I found a way to pay for it on my own. I did. In hindsight, I’m glad they taught me this lesson. It was hard but worth it.

All of these experiences have helped shape my leadership style. I set high expectations but work hard to ensure people have the right tools and knowledge to be successful. I hold people accountable for what we agree are our goals. I believe hard work leads to success, and in business when you are successful you have way more fun! 

What else would you like to know about me?”

That’s it. I shut up and wait for a response.

What did I tell them in my three minutes?

I told them my story.  People don’t hire your resume, they hire your story.

If you want to get hired, you need to craft your story. A real story. A story people want to listen to. A story people will remember when it comes time to decide whom to hire.

Once you craft that story, sit down with as many people as possible, and tell them that story. You need to perfect it. You need to be able to “perform” that story in the interview so that it’s 100% natural. Pro tip: try and get people that don’t like you very much to listen to your story and give you feedback. They’ll still be nice, but you’ll get more honest feedback from them, then your fans.

You have 3 minutes! How are you going to use that time?

Is it okay to be biased for underrepresented communities in hiring?

I’m a big podcast listener. It’s one of the reasons we started HR Famous because we loved the format! One of my favorite podcasts to listen to is The Prof G Show with Scott Galloway.

If you aren’t familiar with Scott Galloway he’s a New York University professor of marketing and hugely popular. He’s a liberal and rails openly against Trump and also his own industry, Higher Education. I’m a moderate and he’s so freaking smart, I could care less about his political leanings, I just get smarter listening to him.

Besides being a professor, he has started and exited a few technology companies, sits on boards, has school-aged kids, and talks a ton about the stock market.

On a recent pod, Elitism: Money vs. Influence, he gave his top 3 attributes the top-performing employees of the companies that he has started. These are:

  1. Most likely Female. “First they were female. If they were male I couldn’t say this but it’s okay because as long as you are biased for underrepresented communities your okay, but we try and ignore that…” (42:03 in the pod)
  2. Graduate from a world-class university. Ivy League, Penn, Michigan, Stanford, Berkley, Vanderbilt, etc. “Better schools matter…more applicants…start with better core human capital…better screening.”
  3. Athletes are very successful. They understand teamwork, discipline, they can endure and push themselves harder. “Someone who can finish an Ironman isn’t lazy”, says Galloway.

So, Professor of NYU, former business owner, and thought leader says it’s okay to be biased in selection.

I’m not sure I agree we should ever be biased in our hiring selection practices, but Galloway points out a reality in our culture. As long as we aren’t biased towards the majority, we will look the other way and ignore it.

What Galloway is saying is not different than how the vast majority of hiring managers are making their final selections. They take a look at past and current performance and they make some educated inferences about what those top performers have in common. Based on this knowledge, it will shape their hiring selection. Does this, or could this, lead to bias? Yes.

Does it make it wrong?

That’s the big sticky question, isn’t it?

We want to say, no, it’s fine, continue to hire the females if those are your best performers. But, just because your current females are your best performers doesn’t mean they’ll be your best moving forward, or that maybe one of the males will be even a better performer.

Flip the scenario.

Galloway now tells us that one of the three attributes for high performance is they are “male”. Do we have a problem with this now? Most likely, you do have a problem with it based on hiring equity issues, broadly, but it’s hard to say specifically since maybe this organization doesn’t have gender equity issues.

Want to know what Inclusion is difficult when it comes to organizational dynamics? It’s because what Galloway laid out is exactly what every organization lays out. The difference is, it isn’t always friendly to the underrepresented community.

Like I said, regardless of your feelings on this one subject, Galloway’s podcast is money! It’s on my must-listen to pods each week.

Give me your thoughts on this in the comments?

Are Your Recruiting Candidates Winning at Work? #TheProjectTakeover

I’m on vacation this week so my friends are taking over the Project! Enjoy their content, connect with them, and share the content with new people! Some amazing voices coming to you this week! 

Enjoy this post by Joey Price!

Want a quick way to evaluate the potential for a candidate to win at work? While there’s no magic bullet for employee experience and retention, success does leave clues. Here, Joey Price (Jumpstart:HR, LLC, and the Business, Life, and Coffee podcast) discuss the four keys to winning at work and how you can incorporate them into the candidate evaluation process.

 

3 Secrets Talent Acquisition Leaders Do Not Want You to Know #TheProjectTakeover

I’m on vacation this week so my friends are taking over the Project! Enjoy their content, connect with them, and share the content with new people! Some amazing voices coming to you this week! 

Enjoy this post by Jackye Clayton! 

I love technology. I order my groceries online. I am on a first-name basis with my mailman, FedEx, and UPS driver. I have a Google home, a ‘Smart’ TV, and a scale that is connected via Bluetooth. And most of us these days are pretty well connected. I love it so much that rather than just write about it, I changed careers to help others in HR and Recruiting find the best combination of technology to hire better candidates faster in a more efficient way. After dedicating my life to the benefits of using technology I found something I was not expecting. It isn’t just the technology that makes us better. It is the data we get from the technology and how we use it that is the difference between good recruiters and great ones. I have worked now with literally hundreds of recruiting leaders – and there is some stuff they won’t tell you. Here are 3 secrets TA Leaders do NOT want you to know!  (Spoiler alert – these aren’t silver bullets; it is simple math.)

Quality of Hire > Time to Hire = Take Your Time to Find the Best

Recruiters have ZERO control over how fast a hire is made and yet for some reason, we evaluate recruiters based on how fast a hire is made. That is crap and they know it. Of course, they want to get someone in the role quickly. But if they knew that if they waited an extra week, there would be a better candidate in the aisles, they will wait. A majority of companies are looking now for diverse candidates unless you use HiringSolved (#shamelessplug) it will take you extra time to find that ideal candidate. And all will sacrifice speed for a candidate that fits the requirements, the culture, and can solve the problem they are trying to solve. Do not be afraid to ask for more time.

Data > Instinct = Show Your Work

TA leaders want to give their sourcers and recruiters the world. If they had millions of dollars available to spend on whatever they wanted, after a new laptop, they would want to spend it entirely on tools that would help their team hire faster and better. Because they want you to be successful. (I promise.) However, there are so many tools they have no time to research them all and so, they buy the ones either their top recruiter asks for, the one from the salesperson who called at the same time they realized they needed something, or the one an influencer recommends. Until now – Because you can help.

We already established that you know more about what it takes to find the best candidates. That also means you know what tools will give you access to those candidates. Don’t tell your manager that you want what everyone else has. Use the data you have to tell them where the candidates are and why what you are requesting would be a good investment. Don’t have a tool to communicate regularly? Get a CRM. Have too many candidates applying and not enough time? Explain why you need a matching tool. Don’t tell them what you want – tell them what you NEED – then tell them why. Use data to support your instinct. Not the other way around.

Recruiters’ Talent Knowledge > Hiring Managers’ Talent Knowledge = It is Your Job to Educate

The majority of hiring managers have no idea what is going on in the world of hiring. They don’t know what an appropriate job title is. They don’t know what a good salary is. They don’t know what will make or break an offer. But you do. Let your hiring managers know the trends in hiring and how things have changed since the last time they hired. This goes with job descriptions as well. The same old job descriptions from 2018 will not work in this post-COVID, social justice focused world. When they know better, they will do better.

This is especially true when reviewing the job requirements. Is a bachelor’s degree really necessary? Sometimes removing that barrier will give your company access to hundreds of additional candidates. If you think they are making a mistake, use the data to let them know what you think could help them gain better candidates faster.

In conclusion, it is time for recruiters, sourcers, and other talent acquisition professionals to take their power back. The world of technology has some hiring managers thinking that recruiting is a simple job. Go out there with the knowledge and skills you have and go wow your hiring managers! (And your boss!)

Jackye Clayton is recognized as a people expert who puts the Human in Human Resources. An international trainer, she has traveled worldwide sharing her unique gifts in sourcing, recruiting, and coaching. 

Do Recruiters Still Need to Make Phone Calls?

Recently, I was on a webinar, and in my presentation, I harped on the talent acquisition pros and leaders on the webcast on why 100% of us are not using texting as a primary first form of contact with candidates. The data is in. Texting works! It works better than email by a mile, but still, less than 50% in the room are texting candidates.

After I was done a great TA pro contacted me and said, “Tim, shouldn’t recruiters being calling candidates!” I feel in love! Why, yes, fine, sir they should always be calling candidates! But, let’s not forsake other tools that are working at a high level. We know people, in general, respond to texts at a much higher rate than email and phone calls.

You see a text and within seconds you read it, and you respond to it at more than double the rate of email or voicemail. In talent acquisition, we are in LOVE with email, even when it doesn’t work.

In 2011, I wrote this post below – funny enough, it’s still relevant today (except now I think we need to add in more texting with those phone calls!)

Do we (recruiters) still need to make telephone calls?

I mean really it’s 2011 – we have text messaging, emails, Facebook, Twitter, etc. – hasn’t the telephone just become obsolete?  Does anyone actually use their cell phones to make actual phone calls anymore?

The New York Times had an article: Don’t Call Me, I Won’t Call You, in which they delve into this concept of whether the act of making a phone call has jumped the shark or not.  From the article:

“I remember when I was growing up, the rule was, ‘Don’t call anyone after 10 p.m.,’ ” Mr. Adler said. “Now the rule is, ‘Don’t call anyone. Ever.’ ”

Phone calls are rude. Intrusive. Awkward. “Thank you for noticing something that millions of people have failed to notice since the invention of the telephone until just now,” Judith Martin, a k a Miss Manners, said by way of opening our phone conversation. “I’ve been hammering away at this for decades. The telephone has a very rude propensity to interrupt people…

Even at work, where people once managed to look busy by wearing a headset or constantly parrying calls back and forth via a harried assistant, the offices are silent. The reasons are multifold. Nobody has assistants anymore to handle telecommunications. And in today’s nearly door-free workplaces, unless everyone is on the phone, calls are disruptive and, in a tight warren of cubicles, distressingly public. Does anyone want to hear me detail to the dentist the havoc six-year molars have wreaked on my daughter?

“When I walk around the office, nobody is on the phone,” said Jonathan Burnham, senior vice president, and publisher at HarperCollins. The nature of the rare business call has also changed. “Phone calls used to be everything: serious, light, heavy, funny,” Mr. Burnham said. “But now they tend to be things that are very focused. And almost everyone e-mails first and asks, ‘Is it O.K. if I call?’ ”

Sound Familiar?

Now I could easily turn this into a generational issue because for one it’s easy to do, but this isn’t a GenX vs. GenY issue.  This is a basic communication issue.  An understanding of what we do in our industry issue.  Whether your third party or corporate recruitment, we do the same thing, we search and find talent.  There are two basic ways to screen potential talent for fit for your organization: 1. Meet them in Person (no one would argue that this is the best way, but boy it’s expensive if you are using it as your first-line screen); 2. Meet them over the phone (done in some form or another by 99.9% of recruiters).

There really isn’t any way around this issue, we recruit, we make telephone calls.  If you don’t like to make telephone calls, if you believe what the New York Times article believes, you shouldn’t recruit.  It’s not an indictment on you, this just isn’t your gig.

Recruiters like to talk to people, to question people, to find out more about people, not a career, best done by email and text messaging. We need to talk live to others. That’s how we go to work. Doesn’t matter if you’re 21 or 6. It’s how to deliver great talent to our hiring managers.

So, here’s a tip, if you’re in recruitment and you don’t like making phone calls get, out of recruitment, you will not be successful.  If your first choice of contacting someone isn’t picking up the phone and calling them, instead of sending them an email, when you have their phone number, get out of recruitment. If you’re thinking you want to recruit, and you don’t like making phone calls take another path.

Recruiters make phone calls, that’s what we do.

Do you pay a larger employee referral bonus for Black Engineers?

I know a ton of HR Pros right now who have been charged by their organizations to go out and “Diversify” their workforce.  By “Diversify”, I’m not talking about diversity of thought, but to recruit a more diverse workforce in terms of ethnic, gender, and racial diversity.

Clearly, by bringing in more individuals from underrepresented groups in your workforce, you’ll expand the “thought diversification”, but for those HR Pros in the trenches and sitting in conference rooms with executives behind closed doors, diversification of thought isn’t the issue being discussed.

So, I have some assumptions I want to put forth before I go any further:

1. Referred employees make the best hires. (Workforce studies frequently list employee referrals as the highest quality hires across all industries and positions)

2. ERPs (Employee Referral Programs) are the major tool used to get employee referrals by HR Pros.

3. A diverse workforce will perform better in most circumstances, then I homogeneous workforce will.

4. Diversity departments, if you’re lucky enough, or big enough, to have one in your organization, traditionally tend to do a weak job at “recruiting” diversity candidates (there more concerned about getting the Cinco De Mayo Taco Bar scheduled, etc.)

Now, keeping in mind the above assumptions, what do you think is the best way to recruit diverse candidates to your organization?

I’ve yet to find a company willing to go as far as to “Pay More” for a black engineer referral vs. a white engineer referral. Can you imagine how that would play out in your organization!?  But behind the scenes in the HR Departments across the world, this exact thing is happening in a number of ways.

First, what is your cost of hire for diverse candidates versus non-diverse candidates? Do you even measure that? Why not?  I’ll tell you why, is very hard to justify why you are paying two, three, and even four times more for a diversity candidate, with the same skill sets, versus a non-diverse candidate in most technical and medical recruiting environments.  Second, how many diversity recruitment events do you go to versus non-specific diversity recruitment events?  In organizations that are really pushing diversification of the workforce, I find that this figure is usually 2 to 1.

So, you will easily spend more resources of your organization to become more diversified, but you won’t reward your employees for helping you to reach your goals?  I find this somewhat ironic. You will pay Joe, one of your best engineers, $2000 for any referral, but you are unwilling to pay him $4000 for referring his black engineer friends from his former company.

Yet, you’ll go out and spend $50,000 attending diversity recruiting job fairs and events all over the country trying to get the same person.  When you know the best investment of your resources would be to put up a poster in your hallways saying “Wanted Black Engineers $4000 Reward!”.

Here’s why you don’t do this.

Most organizations do a terrible job at communicating the importance of having a diverse workforce, and that to get to an ideal state, sometimes it means the organization might have to hire a female, or an Asian, or an African American, or a Hispanic, over a similarly qualified white male to ensure the organization is reaching their highest potential.

Workgroup performance by diversity is easily measured and reported to employees, to demonstrate diversity successes, but we rarely do it, to help us explain why we do what we are doing in talent selection.  What do we need to do? Stop treating our employees like they won’t get it, start educating them beyond the politically correct version of Diversity and start educating them on the performance increases we get with diversity.  Then it might not seem so unheard of to pay more to an employee for referring a diverse candidate!

So, you take pride in your diversity hiring efforts, but you’re just unwilling to properly reward for it…

The Worst Hire You’ll Ever Make!

A crazy thing happens almost every day in professional sports, and it’s the one thing that separates great teams from the pack. Talent selection will make or break a team’s success and in professional sports, it’s about getting the right talent for the right price.

The problem with most professional sports teams, regardless of the sport, is they continually try to improve their roster incrementally. “Oh, let’s pick up Pitcher A because he’s a little better than Pitcher B”.

Great Pitcher A is better than Pitcher B, but did Pitcher A truly solve the issue you have?

That’s the real issue!

The worst hire you can ever make is one that doesn’t solve your problem but just make it a little better. “We suck at sales, let’s hire Tim, he’s not great, but he’s better than Bob.” Wonderful, now you only slightly suck less at sales!

Never make a hire that doesn’t solve your problem completely that you are having in that specific position. Upgrading doesn’t always fix problems, and many times it actually continues your main problem longer instead of fixing it completely.

We have this belief that all we need to do is continue to get a little better each day, each week, each month until we eventually have fixed it. The problem is that this isn’t how most problems are actually solved, by getting a little bit better over time. Most problems are fixed by implementing one solution that solves the problem.

It’s basically this crappy failure paradox we continue to get sold by seemingly everyone with a platform. “Just keep failing and eventually you’ll find success!” Which is complete and utter bullshit, but we LOVE hearing this!

In hiring, you can’t keep failing and find success. You will actually find failure even faster and be out of business. In hiring, it’s critical you find success and hire the right people who will solve your problem the first time, not just make you a little better.

Another great example of this is in the NFL. It’s critical in the NFL that you have a great quarterback, but they’re extremely hard to find. So, if you don’t have an elite quarterback, most teams will continue to try and upgrade with average quarterbacks.

The better advice is to work with what you have and make it the best you can until you get the opportunity to hire, or draft, that one great quarterback that can truly change your franchise. Constant change and churn, just to get a little better, is slowly killing your organization.

Make great hires. Organizational change hires. Individuals who have the ability to make things right. Too often, and we’ve all been there, we make hires that feel safe, knowing they won’t hurt us, but they probably won’t help us much either. Those are the worst hires you can make.