Hopefully, you’ve had the opportunity to read the previous WorkPuzzle posts (1, 2) on the prospect of recruiting your competitors’ failures. Engaging individuals who have recently failed with the hopes of turning them into successes within your company, is a risk that should be considered carefully.
If you decide to go down this path, it is critical that you learn everything possible about the nature of failure. More specifically, if you are able to distinguish a good failure (someone who will use a recent failure as a learning experience and springboard to their next success) from a bad failure (someone whose recent failure is the start or continuation of a professional tailspin), you can lower your risk of making a bad investment. There are still no guarantees, but it is helpful to get on the right side of the odds and make sure the data is stacked in your favor.
One data point you’ll want to pay particular attention to is the character trait of resilience. In a recent article published in Harvard Business Review, Dr. Martin Seligman, the proverbial father of positive psychology, makes the following declaration:
“Thirty years of scientific research has put the answers to [the questions of why people fail] within our reach. We have learned not only how to distinguish those who will grow after failure from those who will collapse, but also how to build the skills of the people in the latter category.”
The article goes on to describe the details of a multi-million dollar research project being conducted for the United States Army on the topic of teaching people resilience. While the verdict is still out on whether the trait of resilience can be successfully taught (he overstates the reality of the situation in his statement above), the “distinguishing who will grow after failure” part of the research is quite definitive. Those who possess the trait of resilience, sooner or later, turn their failures into successes.
But, how do you tell if someone is resilient if this is his/her first professional failure? Or, if you’re in a casual conversation with someone who you could possibly recruit, how do get the person to reveal enough of their work history to detect a pattern of resilience? In both cases, you probably can’t collect enough information to make a determination.
Thankfully, Dr. Seligman and his researchers are going to help us out. One trait that seems to be strongly connected to resilience is optimism. In simple terms, optimistic people tend to be resilient. Here’s what the research revealed:
“We developed questionnaires and analyzed the content of verbatim speech and writing to assess 'explanatory style' as optimistic or pessimistic. We discovered that people who don’t give up have a habit of interpreting setbacks as temporary, local, and changeable. (‘It’s going away quickly; it’s just this one situation, and I can do something about it.’)”
Now, optimism is something that you can detect in a casual conversation. Since optimism and resilience are closely linked, this is the path to not only pursuing the right types of candidates, but also opening the doors in conversation that will help you learn about a person’s propensity to display resilience.
If you start a conversation with someone who is failing in his/her current role as a real estate agent and that person displays a lot of pessimism during the discussion, you probably want to back off right away and focus your efforts on someone else.
However, if a similar scenario results in you finding someone who displays a lot of optimism during an initial discussion, it might be natural to say something like this: “Wow, you seem to be a very optimistic person in spite of some really challenging things going on in your life right now. Did you learn to be that way from some of your past experiences, or do you think that just comes naturally?”
This type of open-ended question will naturally lead to someone sharing their past experiences. Once you get this conversation going, look for the track record of overcoming difficult circumstances. These are the good failures you potentially want on your team.
Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.
Comments