The key ingredients to HiringCenter success are no different than those responsible for rescuing the 
HealthCare.gov website; ingredients the recent administration had sorely lacked and had to discover the hard way.
Time magazine sets up the scene:
“Last Oct. 17—more than two weeks after the launch of HealthCare.gov—White House press secretary Jay Carney was going through what one senior Obama aide calls 'probably the most painful press briefing we’ve ever seen.' Pressed repeatedly on when the site would be fixed, the best he could say was that 'they are making improvements every day.'
“They” were, in fact, not making improvements, except by chance, much as you or I might reboot or otherwise play with our computer; a shot in the dark fix. Yet barely six weeks later, HealthCare.gov was working well and on its way to performing even better.
This is the story of a team of unknown—except in elite technology circles—coders and troubleshooters who dropped what they were doing in various enterprises across the country and came together in mid-October to save the website. In about a tenth of the time that a crew of usual-suspects (Washington contractors had spent over $300 million building a site that didn’t work) this ad hoc team rescued it and, arguably, Obama's chance at a health-reform legacy.”
The remainder of this article describes the drama associated with this technology crisis and boiled down the ultimate rescue to principles essential to execution success; principles that coincidentally guide every one of our clients in their HiringCenter results.
Principle I: Metric driven leadership to oversee and drive the effort
"In the meetings prior to the launch, President Obama always would end each session by saying, 'I want to remind the team that this only works if the technology works.' The problem, of course, was that no one in the meetings had any idea whether the technology worked, nor did the President and his chief of staff have the inclination to dig in and find out. The President may have had the right instinct when he repeatedly reminded his team about the technology. But in the end he was as aloof from the people and facts he needed to avoid this catastrophe as he was from the people who ended up fixing it.”
The Blaze website summarizes the Time article this way:
“When it became clear that the website had major flaws and needed working, the Obama administration rushed to assemble a team to fix it. This involved bringing in some of the brightest tech minds from the private sector.
However, as the team slowly came together, they found that the website’s problems were bigger than they initially imagined.
Mike Abbott , for example, is known in the tech industry for being the man who developed Twitter’s technology into what it is today. He was shocked by what he found when he was brought on to rescue healthcare.gov.
'Abbott could not find … leadership. He says that to this day he cannot figure out who was supposed to have been in charge of the Healthare.gov launch,' Time reported. 'Instead he saw multiple contractors bickering with one another and no one taking ownership for anything. Someone would have to be put in charge, he told Zients.'"
According to additional comments from "Time": “Jeff Zients isn't a techie himself. He's a business executive, one of those people for whom control--achieved by lists, schedules, deadlines and incessant focus on his targeted data points--seems to be everything.
This story thus far resonates with everything we at Tidemark have come to understand about HiringCenter results: Our best performing clients ensure that those responsible for the oversite of each piece of the HiringCenter process is someone with a proven history of measurement and execution. Everyone involved knows who is in charge, and who oversees each metric in the process. Do you?
In the next edition I will share more of this interesting story and the final two principles that drive success.
Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.
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