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- Leadership Acceleration: Driving ROI Through Direct Report Growth
Today’s dynamic business environment has forced the role of a leader to evolve beyond just managing tasks and ensuring projects are completed on time. Effective leadership is about nurturing talent, driving productivity, and creating a culture where teams can thrive. Unfortunately, when direct reports are not properly supported, individuals, teams, culture and productivity suffer. This can be evidenced by low morale, decreased performance, and high turnover-to name a few. So the question is, when should leaders focus on reinforcing leadership fundamentals, and how can this impact both their effectiveness and the productivity of their direct reports? At The Metiss Group, we understand the pain points that arise, and the sense of hopelessness that flows from the top down when productivity is on a consistent decline. The great news is that it’s not too late to change course and create a culture designed for lasting success. We believe that the key to successful leadership lies in consistent investment in people, not just in processes. This belief forms the core of our Leadership Acceleration model—a program designed to equip leaders with the tools and strategies needed to maximize the potential of their teams. What is the Leadership Acceleration Model at The Metiss Group? Leadership Acceleration is a structured development program that focuses on enhancing a leader’s ability to empower and grow their direct reports. Unlike traditional leadership programs that often emphasize strategic planning or time management, our approach zeroes in on the daily practices that directly impact team performance. This program is invaluable because it shifts the focus from the leader to the people they manage. By improving the productivity and engagement of direct reports, leaders can drive significant returns on investment. Research supports this approach: According to a study by the Harvard Business Review , companies that invest in training for frontline managers see an average return on investment of 200% to 300%. This is because these managers directly influence the performance and engagement of their teams . Moreover, a Gallup study found that managers account for at least 70% of the variance in employee engagement scores across business units . This clearly demonstrates why focusing on the growth of direct reports offers a better ROI than traditional leadership training that only centers on the leader themselves. For instance, consider a leader earning $100,000 annually. When only the leader applies growth principles, and they achieve a modest 10% increase in their productivity, this 10% increase can translate directly into a $10,000 increase in productivity value, representing the additional output or efficiency gained by the leader. This represents the return on investment (ROI) from focusing on and improving only on his or her own productivity. Now, let’s extend this concept to the leader’s direct reports. Suppose this leader oversees five direct reports, each earning $75,000 annually. If each of these direct reports also achieves a 10% increase in productivity by following the same Leadership Acceleration principles, the impact multiplies significantly. Each direct report’s productivity now yields an additional $7,500 in value. When you add up the productivity gains from all five direct reports, the total increase amounts to $37,500 in additional productivity value for the organization. This example clearly illustrates how investing in leadership development through the Leadership Acceleration with direct reports exponentially increases the overall value for the organization. The focus on boosting productivity translates directly into financial returns, demonstrating why this approach offers a far greater ROI than traditional leadership training that only centers on the leader. Who Benefits from Leadership Acceleration? This program is specifically designed for leaders with direct reports who are looking to enhance their team's productivity and engagement. It’s not for individuals without direct reports. Additionally, Leadership Acceleration does not address skills like time management, budget creation, or strategic planning in the leader. Leadership Acceleration is about investing in others, not in managing the logistics of leadership. The Eight Core Practices of Leadership Acceleration To achieve these results, The Metiss Group’s Leadership Acceleration process focuses on eight specific approaches that leaders can use to increase the productivity of their direct reports: 1. Delegation/Empowerment : Effective delegation isn’t just about offloading tasks. It’s about empowering team members by giving them the authority and responsibility to make decisions, which fosters a sense of ownership and boosts confidence. Behavior expert, Cynthia Gave from The Metiss group has found that employees who feel empowered by their leaders are significantly more engaged and willing to go the extra mile. 2. Delivering Feedback : Constructive feedback is crucial for growth. Leaders must be skilled in providing feedback that is specific, actionable, and delivered in a way that motivates improvement rather than discouragement. Therefore, it only makes sense that employees who receive regular, constructive feedback from their managers are much more likely to be engaged at work. 3. One-on-Ones : Regular one-on-one meetings with direct reports are essential for building strong relationships, understanding individual challenges, and providing personalized guidance. Research by Gallup found that employees who meet with their managers regularly are almost three times as likely to be engaged in their work. 4. Employee Development : Investing in the growth and development of employees ensures that they are continuously improving and ready to take on new challenges. This involves providing opportunities for training, mentorship, and skill-building. A report by LinkedIn found that 94% of employees would stay longer at a company if it invested in their career development. 5. Job Scorecards : Clear and measurable performance indicators help direct reports understand their roles and what is expected of them. Job scorecards provide a framework for accountability and regular performance assessments. A study in the Harvard Business Review highlighted that employees who understand their performance expectations are more than twice as likely to perform at a high level. 6. Performance Reviews : A regular performance review process is critical for recognizing achievements, identifying areas for improvement, and setting future goals. This should be aligned with both the organization’s objectives and the individual’s career aspirations. According to research by SHRM, effective performance evaluations can increase employee engagement by up to 20%. 7. Goal Assignment : Setting clear, achievable goals helps direct reports stay focused and motivated. Goals should be aligned with the broader team and organizational objectives to ensure everyone is moving in the same direction. Research from the American Psychological Association shows that employees who have specific goals set by their managers are 90% more likely to achieve them. 8. Succession Planning : Preparing for the future by identifying and developing potential leaders within the team is essential for long-term success. Succession planning ensures that the organization has a pipeline of talent ready to step into key roles as they become available. According to a report by the Corporate Executive Board , companies that excel at succession planning see a 15% higher employee engagement rate and a 20% increase in retention. As you can see, our approach at The Metiss Group is founded on research and validated with results. This is why we are confident in providing you measurable results after implementing the eight practices. Your Investment in Leadership Acceleration The total cost of implementing The Metiss Group’s Leadership Acceleration program can vary depending on several factors, including the number of leaders involved and the specific needs of your organization. However, as a general guideline, clients can expect to invest between $4,500 to $7,000 per leader for a six-month individual plan . For larger teams, we offer group workshops covering the same concepts designed to get your teams where they need to be on a larger scale. We understand that investing in leadership development is a significant commitment, which is why we stand behind the effectiveness of our program. We are confident you will see significant improvement in your one-on-one, delegation, and feedback scores during and at the completion of implementing our Leadership Acceleration model. Leadership Acceleration is not just about enhancing a leader's skill set—it's about fostering a culture of growth, empowerment, and continuous improvement within the team. By focusing on the fundamentals of leadership and investing in the productivity of direct reports, leaders can achieve substantial returns, both in terms of team performance and overall organizational success. If you’re ready to elevate your leadership approach and see measurable results, consider whether it’s time to focus on the fundamentals with The Metiss Group’s Leadership Acceleration program.
- Hiring a Headhunter vs. Networking
As a business owner or hiring manager looking to hire, you’re probably considering two methods for sourcing candidates: hiring a headhunter or leaning on your professional network. Although headhunters are fast and efficient, they probably don’t know anything about your company or its culture. And you don’t know anything about the candidates they source for you. For the record, at The Metiss Group, we offer a Hiring Process Coach service that empowers clients to find their own candidates without the work of a headhunter. So we admit we have a bias. However, we promise to be as objective as possible. In this article, you’ll learn the difference between hiring outcomes when using a headhunter vs networking. You’ll understand the importance of proactive relationship-building and how that affects the hiring process. Headhunters vs Networking Defined Building a network, also called a center of influence, means actively joining groups of like-minded individuals. We’re fans of groups like Entrepreneur’s Organization and Vistage . There are also other peer-to-peer CEO groups, groups by industry, etc. Plus you can attend networking events at your local Chamber of Commerce . You can also join online groups; however, it can be much more difficult to form deep relationships. When looking to hire, many business owners can lean on this carefully curated network to seek out candidate referrals. Maybe your network doesn’t know a perfect fit, but someone within their network might know someone. On the other hand, headhunters are known for finding candidates for their clients, i.e. companies looking to hire new employees. Sometimes they’re also called search firms or recruitment agencies. Headhunters have historically leaned on their own networks to actively seek out the right candidates for their clients. But now, as many as 95% of headhunters use LinkedIn to source candidates. Comparing Headhunters vs. Building a Network The difference between hiring a headhunter vs. building your own network comes down to five categories: price, work, time, guarantees, and end result. Price Headhunters are typically paid up to 30% of the candidate’s first year expected total compensation. This includes bonuses and commissions. So if you’re hiring an executive at a total compensation of $200,000, you’ll pay around $60,000 in headhunter fees. Building a network can be as cheap as a cup of coffee. Depending on which groups you join, though, you’ll easily rack up thousands of dollars a year in membership fees. For example, annual dues for Entrepreneur’s Organization cost $2,630 in 2024. The ROI of building a network is more than just finding people to hire — you’ll also meet like-minded people who help you learn new ideas and challenge your way of thinking. You’ll bond with the people you meet and will have support in the unique challenges you face as a business owner. Winner: Building a network Upfront work Building a network requires much more work upfront. You can’t just start building your network once you’re ready to make a hire. Imagine going to a new group for the first time, and telling everyone you meet that day, “I’m looking to make a hire! Know anybody?” If these people don’t know anything about you, how could they recommend candidates? And if you don’t know anything about them, how could you trust their recommendation? Plus, they’re not going to work very hard to help out someone they just met. They aren’t going to reach out to people within their own networks to help you look for that candidate. When it comes to building a network, you have to earn the right to ask for a referral. Which means most of the work happens long before you’re looking to make a hire. We’re talking months or years of attending and actively participating in groups and networking events. And it’s not as easy as shaking hands and introducing yourself. You’ll need to make sure you tell stories about your business, its core values, and times your employees have gone above and beyond for the company. The goal here is to make sure your connections are deeply familiar with the types of people who thrive in your company’s culture. So by the time you’re ready to ask for a recommendation, they’ll provide you with a perfect fit. On the other hand, a headhunter has already built their own network. So by the time you go to them looking to fill a role, they can hit the ground running immediately. Winner: Headhunters Sourcing time Sourcing time is the amount of time it takes to come up with a short list of qualified candidates. These are candidates who seem like a good fit on paper. (The next step would be a phone screen.) This category is tricky to nail down for each side. Sourcing time varies greatly, whether you lean on your own network or use a headhunter. It takes an average of 10 days for a headhunter to source candidates for a job role, according to Joveo . However, headhunters searching for executive-level candidates may need several weeks to source quality candidates. This can also vary by industry: according to a report by Corporate Navigators , it takes much longer for recruiters to fill roles in industries such as energy, defense, and engineering, so the sourcing time in these industries could also be much longer. Roles in the automotive and hospitality industries, on the other hand, are typically filled more quickly. When using your network to find candidates, the sourcing time is heavily dependent on how much work you put in. How much time did you spend actively building your center of influence? And now that you’re hiring, how much work are you putting into calling, emailing, and grabbing coffee with your network to ask for recommendations? Have you clearly defined the role so they understand what you’re looking for in a candidate? You could hear back from someone within your network within a day. Or you could spend weeks reaching out without anyone sending you quality referrals. And similar to headhunters, sourcing time within your network will depend on the seniority of the position and the industry. Winner: Mixed bag Guarantees A headhunter will always deliver on their promise to find you a candidate, although it’s not always a perfect match . And many headhunters have a 90-day guarantee or something along that timeline. This means if your new hire quits or is fired within 90 days, the headhunter will find you a new candidate at no extra charge. On the other hand, hiring from your center of influence doesn’t guarantee anything. If you’ve put in the work to build a quality network, then they should have a list of people who would love to work with you. But sometimes the timing isn’t right. Or maybe the position you’re hiring for is too specialized. Winner: Headhunters End result In the end, the people who know you and the culture of your organization may not send tons of candidates your way. But the quality of these candidates will be right on the money. A headhunter can still have successful end results. We often work with great headhunters to help our clients source candidates. But when you’re looking at the end results side-by-side, there’s a clear winner. The people who know you will always send better candidates. Winner: Building a network The Bottom Line on Hiring a Headhunter vs. Networking When it comes to hiring, the decision between using a headhunter and leaning on a well-established network ultimately boils down to priorities. While headhunters offer speed and guaranteed results, building a network will give you candidates who fit seamlessly within your company culture and values. At The Metiss Group, we help clients master the hiring process without the need for a headhunter. Now that you understand the difference between hiring a headhunter and hiring from your own network, next you should learn the difference between recruiting and our Hiring Process Coach.
- What Are The 2025 Leadership Trends?
As a leader, you’re no stranger to the relentless pace of change. You’ve navigated economic uncertainties, embraced hybrid work models, and made strategic decisions to secure your organization’s success in the face of global disruptions. The past year was no exception. Now, as you look to 2025, it’s crucial to understand the landscape of leadership and be confident you’re not just maintaining momentum, but you’re positioned to lead your team to new heights. At The Metiss Group, we’ve been helping leaders like you develop the skills and strategies needed to thrive for nearly 30 years. Even when the world shifts beneath your feet, we have successfully guided organizations like yours through the sea of change and into prosperity. In this article, you will discover what lies ahead in 2025 by examining the leadership trends of 2024, including the shifting culture in the workplace and the technology that is changing the face of organizational life. Consider us your trusted partner in identifying and implementing the trends for 2025 that matter most. Together, we can ensure your leadership not only adapts but excels in the coming year. What did Leadership Look Like In 2024? Let’s start by revisiting where we’ve been. 2024 began with a cautious outlook, defined by rising interest rates, persistent inflation, and the looming fear of a recession. According to the Q4 Vistage CEO Confidence Index nearly half of CEOs were preparing for an economic downturn, prompting us to focus on productivity while keeping an eye on talent retention. After all, the job market remained competitive, and finding the right people was critical to maintaining operational momentum. But 2024 wasn’t just about economic survival—it was also about adapting to new realities. Leaders had to grapple with an evolving workforce, where the push to return to in-person work clashed with the expectations of a generation that had grown accustomed to flexibility. Leaders grappled with navigating through the transition while emphasizing a balance between productivity gains and preserving, or building a new company culture. While the year’s end still sees similar pressures, you’ve likely gained clarity on what matters most for your team: consistent leadership development, clear communication, and strategies to engage talent meaningfully. By understanding how these trends have shaped your leadership approach, you’re better prepared to tackle 2025. Embracing New Leadership Trends And Opportunities in 2025 The coming year brings excitement along with challenges. The energy in 2025 is one of rebuilding—both organizational structures and cultures that can weather the unpredictable. You’re eager to cultivate leaders who can drive growth, even when the economic forecast remains uncertain. The focus isn’t just on survival; it’s on thriving through resilience, innovation, and a renewed commitment to cultivating talent. You may find yourself asking, “How do I create a culture where my top performers can flourish?” At The Metiss Group, we know building “superstars” requires more than skill development; it’s about instilling resilience. In 2025, resilience isn’t going to be a catchy buzzword—it’s the backbone of leadership. As the potential for economic downturns persists, resilient leaders will be the ones who inspire confidence, navigate challenges with composure, and motivate teams to perform under pressure. In addition to resilience, leaders are also looking to redefine office culture. The post-COVID era has left many organizations in a state of cultural flux. Why does this matter to you? Your team, like many others, may still be adjusting to new ways of working—whether it’s hybrid, remote, or a renewed push toward in-person collaboration. 2025 can be your opportunity to reestablish cultural norms that reflect your organization’s core values, ensuring alignment across teams and departments. Navigating Challenges: What Keeps You Up at Night? According to senior economists at Vanguard, 2025 offers plenty of potential, it also comes with new and persistent fears. As a leader, your primary concern remains retaining top talent in a highly competitive market. With unemployment projected to hold steady at around 4.1%, your superstars will continue to be highly sought-after by competitors. The question is, how do you keep them engaged? One of the biggest risks in 2025 is investing in the wrong talent. In a slower or healthy economy, it’s easy to focus development efforts broadly, hoping any progress is good progress. But in reality, developing the wrong team members can result in disengagement among your most valuable performers. Ensuring your employee development efforts are laser-focused, identifying high-potential individuals, and providing targeted support should be top-of-mind. Your fears also extend to the potential pitfalls of bringing employees back to the office. While many leaders feel in-person work fosters collaboration, engagement, and productivity, you’re aware pushing too hard for a return could lead to turnover. This balancing act—maintaining flexibility while reinforcing culture—may be one of the most pressing challenges you’ll face in 2025. If some team members are resistant, you might even find yourself considering whether to let them go and focus on those who align with the organization’s vision. Hybrid and Remote Leadership: The Evolution Continues Hybrid and remote work are still a reality. However, there is a notable shift with more and more employers mandating workers return to the office. trend. Having lived with this dynamic for several years, you’ve likely seen both the benefits and the drawbacks. Read this September CBS article to see a sample of some organizations who implemented mandates in 2024. On the one hand, remote work has enabled flexibility and broadened talent pools. On the other, remote and hybrid work posed challenges to collaboration, reduced engagement, and introduced phenomena like “job stacking,” where employees take on multiple roles simultaneously. Your task as a leader in 2025 is to navigate this evolving terrain with a clear strategy. At The Metiss Group, we recommend fostering a culture of accountability and transparency, whether in the office or online. As organizations like yours increasingly encourage in-person work, you’ll need to show up—both physically and figuratively. Your presence as a leader will set the tone, signaling commitment and fostering trust. By modeling the behaviors you expect from your team, you can drive engagement and collaboration, regardless of where work takes place. Harnessing AI as a Leadership Tool If there’s one transformative force to watch in 2025, it’s artificial intelligence (AI). You’ve likely heard about its potential to revolutionize various aspects of business, from decision-making to talent management. But how can you, as a leader, harness AI in a way that complements rather than replaces your human touch? At The Metiss Group, we see AI as an invaluable tool used for analyzing vast amounts of data by simply asking the right questions. We have seen how AI can provide insights into employee performance, predict skills gaps, and offer personalized development recommendations. This allows you to focus on high-impact activities, like coaching and strategic planning, rather than getting bogged down in routine tasks. But as promising as AI is, you must approach it with caution. Over-reliance on AI can lead to problems, particularly if decisions become overly data-driven at the expense of human empathy. You also need to be mindful of ethical considerations, ensuring AI applications are transparent and do not reinforce biases. Remember, AI should enhance your leadership, not replace the human elements that make you effective. 5 Leadership Development Keys for 2025 As you look to develop yourself and your team, and now understand what are the external factors to watch for in 2025, consider the following five core areas to focus on internally that will shape your effective leadership in the coming year: 1. Refine your hiring process to ensure you’re selecting the right individuals for the right roles. This isn’t just about finding candidates—it’s about aligning potential leaders with your vision. 2. Identify emotional intelligence (EQ) opportunities . With more team members returning to the office, leaders with developed EQ will have the edge. EQ allows you to manage complex team dynamics, resolve conflicts, and foster a collaborative culture with sound decision-making. It’s not just a nice-to-have; it’s an essential component of leadership in 2025. 3. Focus on your success process —ensuring new hires are setup to thrive in their roles. This means making sure their roles are clearly defined, expectations are fully aligned, learning curves are shortened and ultimately performance is accelerated. 4. Make leadership acceleration a priority. Your ability to rapidly develop your direct reports will determine how quickly you can pivot to new challenges and opportunities. By focusing on individual growth and team performance, you can create a more agile leadership culture that drives results. 5. Establish strategic leadership as your compass. The shifting workforce cultures of 2025 demand you align your goals, leadership, and culture with a clear strategy. This isn’t just about responding to changes—it’s about setting a course that sustains growth over the next five years. The Road Ahead As you step into 2025, remember you’re not just navigating change—you’re shaping it. The challenges ahead are real, but so are the opportunities to lead with impact and purpose. Armed with the learnings from this past year and insight into the coming months, you’re equipped to inspire growth, adapt to shifts, and create lasting success. Remember, you have the vision and we have the expertise to help make it a reality. Ready to redefine what’s possible? Visit our Leadership Academy page and find your place to begin your journey.
- Problems with Hiring a Superstar
Hiring a superstar seems like a no-brainer. Who wouldn’t want a high performer to elevate their business? But many companies underestimate the sheer effort required to not only secure top talent but also keep them engaged. Without a solid plan, you risk wasting time, money, and resources trying to onboard someone who might leave just as quickly as they arrived. The result? Disappointment, high turnover, and lost momentum. At The Metiss Group, our expertise in leadership development and talent selection helps us guide clients as they overcome the problems with hiring a superstar. In this article, we’ll walk you through the realities of hiring and retaining top-tier talent, giving you the tools to make sure your investment in a superstar pays off. The first problem with hiring a superstar is everyone wants them The first problem with hiring a superstar is they’re in high demand. Everyone wants them. This makes them expensive. They’re more willing to negotiate for a higher salary, and they’re more likely to walk away if you don’t meet their counteroffer. After all, they often have competing offers, so they have the power to be inflexible. You need to ask yourself if you can afford a superstar, or if it’d be a better investment to develop a future superstar . Superstar candidates make you want to skip the hiring process Because superstars are in high demand, you’ll feel the need to rush through the hiring process. You’ll probably tell yourself you need to make an offer as soon as possible before someone else does. And there is some truth to this. A 2024 study by Morgan McKinley found that 24% of employers said a slower hiring process was one reason they lost out on hiring talent in 2023. Although you need to accelerate the hiring process for a superstar — potentially working nights and weekends to help push them through the process — it doesn’t mean you can cut corners. There are imposters out there. Some candidates are easy to fall in love with from the beginning, and in your rush to hire them as quickly as possible, you’ll turn a blind eye to their red flags . So accelerate the process for the superstars, but don’t cut corners. Give them a real work-product assignment so you can see what it’d be like to work with them (for example, give an programmer an assignment to debug code, or ask a salesperson to prepare a presentation on their favorite topic). And make sure your key interviewers have flexible schedules so there aren’t any bottlenecks in the hiring process . You’ll have to put in more work keeping superstars engaged through the hiring process Once your superstar has accepted your offer, they’ll likely need to give a two-week notice to their current employer. This presents the next challenge with hiring a superstar: this is the most important two weeks of the process. You’ll need to put in the work to keep them engaged through their notice period. A survey from Robert Half found more than a quarter of job candidates, 28%, renege on job offers after initially accepting them. Think about it: if your superstar really is a superstar, then their current employer isn’t going to want to let them go. So when they give their notice, everyone from their manager to their coworkers is going to try to convince them to stay. It starts after the superstar accepts the job offer. We advise our clients to ask their superstars, “Is there anything your current employer could do or say that would make you stay? What if they offer you more money? What if they offer you a promotion?” The goal here is to help the superstar build a script of how they’ll respond when this inevitably happens. Ask the superstar when they’re giving their notice. Then, send them an email that morning wishing them good luck, and send them another email at the end of the day asking them how they went. Not only will it bring you comfort to know that they’ve officially given their notice, but it’ll also show them how much you care. Next, order business cards with the supervisor’s new title, and mail them to their house. If they’re truly excited about the role, they’ll pass them out to their family and friends, further cementing their identity as an employee at your company. We also recommend scheduling a casual get-together with the superstar during the notice period. This could be after-work drinks or a lunch. Invite their new coworkers and manager as well. Finally, you should also send them onboarding materials during the notice period. This will help them hit the ground running on their first day. Putting in this much work before the superstar comes on board presents a challenge for many employers, but it greatly reduces the chance they’ll renege on their offer. Superstars can be tough to work with Another problem with hiring superstars is they can be tough to work with. Some are so used to the spotlight, they don’t want to work with others. We often see superstars have a difficult time accepting their imperfections. If their previous employers have treated them like they walk on water, they might believe they’re always right. An article in Harvard Business Review said, “ Stars are unusually slow to adopt fresh approaches to work, primarily because of their past successes .” You’ll also need to look at who manages the superstar — “C” managers have a tough time with “A” players. The same Harvard Business Review article found managers, resentful of the superstar’s pay and status, could avoid the superstar and refuse to cooperate. So you’ll need to ask yourself, can your managers handle superstar talent, or do they need leadership development ? Finally, you’ll need to keep a close eye on your superstars Remember, everyone wants your superstar. They’re the easiest to leave. Even past the notice period, they could have people from their past company begging them to come back. Or they could have headhunters messaging them on LinkedIn with new job offers. Keep them challenged, or they could get bored. You’ll need to give them a path for development to ensure their engagement and success in your company. But on the other hand, don’t ask them to fill every gap. When a “C” player gives mediocre performance, managers will often ask the superstar to offset the workload because they know the superstar’s work will be perfect. Over time, the superstar will resent the disproportionately high workload. So yes, the challenge with hiring and keeping a superstar is that it takes more work. As a business owner or hiring manager, you’ll need to ask yourself if you’re able to give the superstar an environment where they can thrive. The bottom line about problems with hiring a superstar Hiring a superstar isn’t as straightforward as it seems. Although it sounds appealing to bring high-performing talent on board, the process is filled with hidden challenges, ranging from competition in recruitment, to managing egos, to the risk of turnover. Many companies set out to hire a superstar hoping they’ll quickly boost performance, only to find themselves overwhelmed by the effort required to recruit, engage, and retain these high-demand individuals. Without the right strategy, organizations may waste valuable time, resources, and energy. At The Metiss Group, we help organizations identify, recruit, and nurture top talent. With the right approach, you can avoid the pitfalls of hiring superstars and create an environment where even the best performers can thrive. Now that you understand the extra work required by hiring a superstar, next you need to learn how to unlock the success process with The Metiss Group’s coaching philosophy . This will help you ensure your next superstar is engaged and set up for success.
- How Long Does it Take to Hire a Good Employee?
When you’re hiring for a new position, you ideally want to get them on board as soon as possible, right? Each day the role isn’t filled, the rest of your team is stretching thin to cover the gaps. Productivity dips. Deadlines pile up. And you’re missing out on the revenue the new employee could be bringing in. Yet, the hiring process drags on—and before you know it, months have passed with no perfect candidate in sight. But what if hiring didn’t have to take so long? At The Metiss Group, we’ve honed a hiring strategy that gets the right person in the right seat within one to two months. In this article, we’ll identify the bottlenecks slowing down your hiring process and show you how our Hiring Process Coach avoids these common pitfalls. With a clear game plan, you’ll confidently recognize the right candidate — and secure them — before your competitors do. How long it should take to hire a good employee At The Metiss Group, our Hiring Process Coach nails down the time it takes to hire a good employee in one or two months. Here’s each step of that process: Define the role and ideal candidate: 5-6 hours Post the job and screen candidates: 2-3 weeks Assessment and interview process: 1-2 weeks So with a buttoned-up hiring process, you could have your superstar on board in less than two months. 5 Factors that increase the time it takes to hire a good employee Although you can hire a good employee in under two months, many hiring teams (who don’t follow this process) drag it out to three to six months. And sometimes, after six months have passed, their priorities have completely shifted. Which means they need to start over from scratch. So if hiring can take under two months, why does it take many companies much longer to hire a good employee? Lack of clarity around the job needs A lack of clarity from the beginning will greatly increase the time it takes to hire a good employee . Many hiring managers start with a generic job description, which is a long list of all the things the new employee will do. And the last line is always “Other duties as assigned.” When you start the process like this, it’s difficult for you to understand what a superstar truly looks like. And it's also difficult for the superstar to see themselves in that role when they read the job posting. Instead of using a generic job description, establish clarity by asking yourself: What kinds of employees make me crazy? What kinds of employees do I absolutely love working with? What will success look like in this role? What would the ideal person look like to do this job? Slowing down and focusing on this definition stage takes time, but it’ll dramatically accelerate your hiring process. No availability from key interviewers We frequently hear clients say, “I needed this person yesterday!” But then when it’s time to interview candidates, the interviewers have full calendars for the next two weeks. And let’s be clear: It’s not about having time. It’s about making time. An interview should only take about an hour. Making availability is important for two reasons. Not only does it accelerate the hiring process, but it also keeps potential superstars interested. If a candidate hasn’t heard back from you for two weeks, but another potential company is moving them through the process and ready to make an offer, who do you think the candidate will favor more? To address this, work with key interviewers to rearrange their priorities. Offer guidance on which meetings or tasks can be rescheduled. This will make room for interviews and keep the hiring process on track. Hiring manager wants to wait and compare candidates Let’s say the first person you interview is a superstar. No human is perfect, but they’re a great match in the hard and the soft skills. But… they’re the first candidate you’ve seen. So you decide to wait and compare them to other candidates, just to make sure they’re really a superstar. You spend the next three weeks interviewing others for the role, and they’re all total duds. Phew, now you can be totally sure that the first person was a superstar! Time to make an offer, right? Except now that superstar has moved on. While you were waiting and comparing, another company made an offer. If you wait and compare candidates, you risk starting from scratch when the first-round candidates move on. The good news is this: when you prioritize the definition phase in the beginning, you’ll recognize the superstar as soon as you see them. You won’t feel the need to wait and compare. No one owns the hiring process If your hiring process is “post and pray,” let us be the first to break it to you: you don’t have a hiring process. An interview is not a process. An assessment is not a process. A hiring process is the sequence of steps that must be passed before a person gets hired. And someone needs to own and manage this process. Here’s an example of a hiring process: Define the role and build a job scorecard Post the job description and reach out to network for referrals Screen candidates to review resume and pre-qualify for hard skills Send assessment to top candidates Interview with key stakeholders Reference check Send an offer Many people underestimate the hiring process. They think they can post a job description, interview a candidate, and make a decision. And when no one owns it, you’ll spend a lot more time hiring a good candidate. And hiring a superstar takes longer than hiring a warm body. There’s so much more to clarify. If we know that no one is perfect, you’ll need to figure out where they’ll need support. And you’ll need to take a good look in the mirror and ask, “Can I give that support?” But don’t overdo it. Instead of gathering key stakeholders for one or two interviews, some hiring managers drag out this process one interview at a time, which could take weeks. And the candidate ends up repeating the same information multiple times. Pro Tip: Record the initial candidate screen (with the candidate’s permission). Make sure each key stakeholder watches this before their interview. This way, the candidate won’t go through their resume 10x over, and the stakeholders can ask the questions that truly matter. Another way to keep things moving efficiently is to prepare candidates ahead of time for the reference stage. They can go ahead and begin rounding up colleagues and contact information, instead of waiting until right before you’re ready to make an offer. Hiring team is indecisive It’ll take a lot longer to hire a good candidate if your hiring team is indecisive. And again, this goes back to getting it right in the definition phase. When you’re clear in the beginning, it’ll be much easier to make a decision later. Sometimes we see hiring managers who are so indecisive that six months have passed, and now they’ve completely changed their minds about what they need. Remember — no human is perfect. So don’t wait for it. Hire for what you need, train for the rest . Key takeaways on how long it takes to hire a good employee While the hiring process can ideally take just one to two months, many companies experience a lack of clarity and indecision. This significantly lengthens the hiring process, which not only wastes company time and resources, but can also scare away good candidates. To fast-track your hiring process, focus first on clarifying the role in the definition stage. From there, make sure the hiring team is available, decisive, and ready when they see a superstar. At The Metiss Group, we guide businesses like yours to streamline the hiring process. You’ll bring on top talent in less time, saving you money and headaches. Now that you understand how long it takes to hire a good candidate, now you need to learn the cost of making a great hire.
- IQ vs EQ In The Workplace
Intelligence is an important factor in most workplace roles— whether it’s problem-solving, strategic thinking, or managing data, critical thinking is a valued employee asset. However, intelligence alone isn’t enough to navigate the complexities of human interactions in the workplace. Simply put, IQ (Intelligence Quotient) measures cognitive abilities, while EQ (Emotional Quotient) reflects your capacity to understand and manage emotions. Both are crucial, but the balance between the two can significantly impact how leaders lead and most everyone succeeds in one’s career. Our team of behavioral experts brings nearly 30 years of experience in helping organizations develop high-performing teams and leaders. We focus on aligning culture with performance to drive lasting success. In this article, we will explore how IQ and EQ differ and why both are needed to thrive. Additionally, you will understand various tools and discover how to develop Emotional Intelligence in both workplace teams and self. IQ vs EQ: What Is The Difference? According to the American Psychological Association , IQ is defined as a standard measure of an individual’s intelligence based on psychological tests. Historically, IQ, or Intelligence Quotient, primarily measures cognitive abilities — things like logical reasoning, problem-solving, and mathematical skills. It’s historically been used as a predictor of academic success and intellectual capabilities. Also According to the American Psychological Association , EQ, or Emotional Intelligence, is defined as the type of intelligence that involves the ability to process emotional information and use it in reasoning and other cognitive activities. EQ often manifests in one’s ability or inability to recognize, understand, and manage your own emotions. Therefore, EQ development tends to focus on empathy, emotional regulation, social awareness, and relationship management. While IQ determines how well one solves problems or analyzes data, EQ determines how effectively someone navigates interpersonal relationships, manages stress, and leads a team. Think of IQ as the ability to reason through tasks, obstacles, and other situations in a logical manner, while EQ is the toolset incorporating the ability to understand our own emotions and read the emotions of others to adapt accordingly. So, when comparing IQ vs EQ in the workplace, it's important to know the two work hand-in-hand. However, EQ often plays a larger role in long-term success. Why Does Emotional Intelligence Matter in the Workplace? According to Harvard Business School , employees with high emotional intelligence are more likely to stay calm under pressure, resolve conflict effectively, and respond to coworkers using a solution-oriented framework. The same study also revealed 71% of employers place a higher value on emotional intelligence qualities as opposed to technical skills when evaluating candidates. Think now of yourself for a moment. You may be good at what you do—whether it’s analyzing data, solving problems, or driving strategy, you likely have the technical skills. Now ask yourself, do you have the emotional intelligence to become truly effective in a team environment? To answer this question, think back to an occasion when you encountered a situation where a lack of empathy or communication caused friction, or where someone’s inability to handle stress led to a breakdown in team dynamics. These breakdowns occur frequently in the workplace, and the solution is found in EQ development. As Emotional Intelligence has become more of a focus in recent years, EQ development has become a focal point when evaluating leadership and hiring personnel. In a 2023 Forbes article , it was discovered emotional intelligence development creates leaders who are accountable and self-aware and foster trusting relationships. Essentially, those with higher emotional intelligence are often more adaptable, better equipped to handle conflict, and more effective at managing relationships — all essential skills to succeed in today’s workplace. EQ development leads to better leadership, enhanced collaboration, and improved employee satisfaction. Here’s how EQ shows up in the workplace: Leadership : Leaders with strong emotional intelligence demonstrate the capacity to understand emotions in the decisions they make, both their own and others. Leaders who have developed empathy, have the capacity to better understand the emotions of their direct reports. Communication : High EQ improves communication, helping you understand not just what’s being said but also the emotions behind it. Conflict Resolution : EQ allows you to approach conflicts with empathy and understanding, reducing tensions and finding more effective solutions. Teamwork : Teams with high emotional intelligence are more cohesive, supportive, and efficient. How Do IQ and EQ Interact in Leadership? If you are a leader, you’re tasked with making decisions designed to impact not only the business but the people within it. This requires more than just cognitive intelligence — it demands emotional intelligence to guide your team, build trust, and navigate challenges. You might have all the knowledge in the world, but if you can’t connect with your team on an emotional level, you’ll struggle to gain their buy-in and trust. On the flip side, if you have high emotional intelligence but lack technical skills, you might have trouble delivering on your goals. This is why balancing IQ and EQ is essential. Well-developed IQ in leadership leads to sound reasoning, problem solving and logical thinking. Well-developed EQ in leadership allows a leader to leverage her or his ability to understand emotions, adapt accordingly to make better decisions and manage stress. The best leaders aren’t necessarily the smartest—they’re the ones who can combine their intelligence with emotional awareness to inspire, motivate, and lead effectively. Recognizing the Gaps: Where Do You Stand? As you reflect on your own leadership style, consider this: Do you rely more on your IQ or EQ? Is there a gap between your critical thinking capacity and your ability to connect with others? If so, you’re not alone. Many leaders struggle with this balance. Perhaps you’ve noticed while you’re great at solving problems, you’re not as effective at managing conflict. Or maybe you excel at building relationships but find it hard to stay objective in decision-making. While your IQ may remain relatively stable, the good news is your EQ can be developed by working through your self-awareness, empathy, and emotional regulation. Steps to Develop Your Emotional Intelligence If you’re ready to start your EQ journey, a common first step is to examine your personal self-awareness . Take time to reflect on your own emotions and how they impact your thoughts and behaviors. Ask yourself: Under what circumstances is someone likely to push my emotional buttons? Are there some people who are more likely to prompt a reaction out of me than others? In those situations, have I applied any reality testing? When I consider the phrase that set me off, is the meaning I construed consistent with their other communications? Am I taking their communication out of context? Are their alternative reactions I could have at the ready knowing my propensity to have reduced impulse control? Start by listening more actively in conversations and being fully present. Practice putting yourself in others’ shoes to see things from their perspective. Finally, focus on emotional regulation . This means managing your emotions in a constructive manner, rather than reactive. Reality testing is an effective EQ skill that helps you see things objectively (instead of the way you fear them to be). Whether it’s stress, anger, frustration or even exuberance, the key is to stay calm, composed, and in control of your emotions. How EQ Impacts Team Dynamics You might have the smartest team in the room, but if they don’t work well together, you’re not going to get the best results. This is where emotional intelligence becomes invaluable. When you foster an environment where EQ is prioritized, you create a space where team members feel understood, valued, and supported. This leads to increased collaboration, higher morale, greater innovation and even avoiding landmines. In teams with high emotional intelligence: Communication flows more easily : Team members are better at understanding each other’s perspectives and resolving conflicts before they escalate. Stress is managed more effectively : High EQ teams are more resilient in the face of pressure and stress, helping them stay focused and productive. Collaboration improves : When people feel emotionally safe, they’re more willing to contribute ideas, take risks, and support one another. Anticipating reactions: With an increased EQ, anticipating how someone may react caan help one choose better phrasing, be sensitive to certain topics, or know when to avoid them altogether. The Long-Term Value of Emotional Intelligence Developing emotional intelligence isn’t just about immediate results. It’s about long-term success. Leaders with high EQ are more likely to foster positive workplace cultures, build strong relationships with their teams, and drive sustained business performance. Think about it: as you advance in your career or navigate the relationships in your personal life, the challenges will become more complex and multifaceted. Conquering these challenges requires not just cognitive intelligence but emotional intelligence — the ability to stay calm under pressure, communicate effectively, and lead with empathy. In the long run, your emotional intelligence will enable you to build lasting relationships, foster loyalty within your team, and create a positive, productive workplace environment. Final Thoughts: Striking the Right Balance As you reflect on the differences between IQ and EQ in the workplace, remember both are essential for success. While your IQ forms the foundation of your technical skills, your EQ is what helps you navigate the human side of leadership. You don’t have to choose one over the other. By developing both, you’ll be better equipped to lead effectively, inspire your team, and achieve your goals. So, take the time to cultivate your emotional intelligence, and watch as it transforms not only your leadership but your entire career. The journey to becoming a more emotionally intelligent leader and person starts with self-awareness and the willingness to grow. Where will you begin? To learn more about Emotional Intelligence (EQ) and see if EQ development is for you, read our article answering the question, Should I Do Emotional Intelligence Developmen t?
- Why Can’t I Find Good Employees?
If you feel like you can’t find good employees, then you’re probably frustrated by settling for mediocre talent. There are plenty of reasons why you might not be finding good employees, and many times the issue lies within your hiring process. If your job descriptions lack clarity, or if you're prioritizing hard skills over the right soft skills, you're likely attracting the wrong candidates from the start. And a historically low unemployment rate means the talent pool shrinks even further. At The Metiss Group, we specialize in helping companies refine their hiring strategies and develop future superstars. This article will show you the reasons why your hiring process might be flawed and will show you strategies to improve. You can’t find good employees because you’re not clearly defining the role The most common reason why hiring managers can’t find good employees is because they lack clarity around the role. It sounds obvious, but many hiring managers struggle to identify what they actually need in a candidate. Many will over-inflate what they want: for example, they’ll post “master’s degree required,” hoping to attract more bachelor’s degree candidates. Others struggle to distinguish between which skills sound good and which are a true necessity. We once had a client say, “Our new hire needs to come from a SaaS company.” But if you’re not hiring a programmer, why should that matter? Or if you hire a candidate just because you like their dominant extroverted personality — maybe the two of you get along, but if the role requires someone who is steady and compliant, then they might actually be a bad fit. So if you find you’re struggling to find good employees, the first step is to clarify what you need in the role. Look at hard and soft skills: which are a must-have, and which are a nice-to-have? As a result, you’ll screen candidates you actually need. And you’ll stop wasting time with candidates with great resumes who don’t fit the role. Historically low rates of unemployment make it harder for you to find good employees Another reason you may be struggling to find top talent? Historically low rates of unemployment. In other words, there aren’t enough humans looking for jobs. See the graph below, which shows unemployment data as far back as 1948 from the U.S. Bureau of Labor Statistics. Besides a quick spike from the coronavirus pandemic, unemployment rates have remained below 5% since September 2016. And when unemployment hovers around this number, companies start hiring the unemployable. Job openings have increased while unemployment has remained low, which puts the country in a worker shortage. According to the U.S. Chamber of Commerce , there are 85 workers for every 100 open jobs in the U.S. This means hiring managers might see fewer superstar candidates when they post a job opening. It also means that companies are frequently asking people to lead at an earlier stage of their careers — a 2017 study found 38% of American workers report to a young leader . There just aren’t enough seasoned leaders searching for jobs. These young workers try their best to catch up to speed, but companies also aren’t prioritizing leadership development. Two of every three millennial workers report they aren’t receiving enough leadership development opportunities . You may feel too impatient to train them, but if your leaders aren’t growing along with your business, you could be missing out on thousands of dollars in lost productivity. You need to hire for the soft skills There’s nothing we can do about the unemployment rate and labor shortage. So you need to ask yourself: what’s the minimum skill level you can hire? And then, how can you develop them to where you want them to be? It’s time to start hiring for soft skills — not just hard skills. Check out our Candidate Selection Matrix: Look, we get it. Everyone wants a “Current Superstar.” Someone who ranks high in both hard skills and soft skills. But they’re often hard to find, and they’re expensive. You can go ahead and cross out the “Unqualified candidates:” those who lack both hard and soft skills. It’s the next category that’ll get you in trouble: “Future Headaches.” These are the candidates with a rock-solid resume, but they come up short in the soft skills. For example, we once saw a candidate who graduated from Harvard, had traveled the world, and had plenty of relevant work experience. On paper, he was a perfect fit. But his assessments revealed that he was someone who lacked stress tolerance, optimism, and other key emotional intelligence traits. When hiring managers see this candidate, they think, “I can deal with the other stuff. I just need someone who can hit the ground running.” But it’s incredibly difficult to take a candidate from “future headaches” to “current superstars.” You’ll have much better luck in the top left quadrant: future superstars. If someone is a great fit in the soft skills and meets the bare minimum requirements in the hard skills, you can train them to become a superstar. The bottom line about why you can’t find good employees If you’ve been asking yourself, “Why can I find good employees?” It's time to look in the mirror and evaluate your own hiring process. Without clearly defining the role and learning how to train for the soft skills, you’ll throw away thousands of dollars each time you fail to attract and retain top talent. Now that you understand why you can’t find good employees, it’s time to learn the difference between traditional recruiters and the hiring process coach.
- Challenges with Developing Emotional Intelligence in the Workplace
Developing emotional intelligence in the workplace isn’t easy — and that’s exactly why so many people struggle with it. Some people think their personal flaws are set in stone. Others don’t know what emotional intelligence is or that it’s something that can be developed. And that’s a problem because emotional intelligence is a major indicator of job performance . For almost 30 years, The Metiss Group has partnered with entrepreneurs to help develop their leaders. In this article, we’ll unpack the common challenges businesses and their employees face when prioritizing EQ development. Whether you're enhancing your own emotional intelligence or helping your direct reports grow, this guide will help you understand how to approach EQ development with more clarity. 1. EQ development requires self-awareness Picture this: you meet someone who instantly puts you off. They’re abrasive and offensive. They might even call out their behavior and say, “This is just how I am. I tell it how it is.” Many people don’t develop their emotional intelligence because they believe their faults are simply who they are. They think it’s in their blood. They lack the self-awareness to understand that things like empathy and impulse control are skills to be developed. Even more often, people aren’t aware of how their behaviors impact and offend others. “I didn’t intend to offend them,” they think, “so why are they so angry?” That’s why emotional intelligence development requires self-awareness, so you can take responsibility for which traits you’ll need to develop. 2. Most tools that measure EQ have flaws Once you understand that EQ can (and should) be developed, the next step is to assess yourself. This step defines the categories of EQ in which you should improve. But this presents another challenge with developing emotional intelligence: many of the tools out there to measure EQ are pretty weak. These tools are often self-reported, which means you’ll bring your personal biases to the table. For example, say you’re surrounded by people just like you every day. You may think you’re great at feeling empathetic toward others, but someone from a different demographic might disagree. Another challenge with these tools is they typically use a Likert-based scale . This means the questions ask you to answer on a scale of 1-5 how much you agree with that statement. Here’s an example question: “On a scale of 1-5, how well can you identify the emotions you are feeling?” The problem with a Lickert-based scale is its simplicity makes it easier to game. If you want to rank high in emotional self-expression, you’ll answer a 5 in that example question. It often prioritizes ease over sophistication, which can make it draw inaccurate conclusions. At The Metiss Group, we recommend an EQ 360 assessment to overcome these gaps. It removes personal biases by collecting feedback from a variety of sources, including supervisors, peers, direct reports, clients, friends, and family. It still uses a Likert-based scale, however, its sophistication makes it much more difficult to game. It asks enough questions of similar EQ traits that allow it to look for discrepancies between answers. 3. EQ development is personal Another challenge with EQ development is that it’s personal. It requires vulnerability. It’s difficult enough to learn a hard skill. Think back to the last skill you learned and how often you wanted to give up. For example, if you tried to learn tennis for the first time, you’d probably feel a lot of frustration every time you missed the ball. But at least you could blame that on external factors: The grip on your racket was slippery, the weather was bad, your partner is horrible at serving… you get the idea. But with emotional intelligence, it gets personal. It’s admitting that you’re not a perfect human being. It’s looking in the mirror and realizing the soft skills you need to develop. It takes a lot of self-esteem to even begin exploring that. 4. Many people misunderstand EQ A lot of people think emotional intelligence is defined as their interpersonal skills. So when they have a conflict with someone, they think, “That person must have horrible interpersonal skills.” But Interpersonal Relationships is just one of 15 types of emotional intelligence . Some people are surprised to see skills like Flexibility, Optimism, and Independence under the umbrella of Emotional Intelligence. Understanding EQ is more than studying the 15 different types – it’s also understanding how they affect one another. It’s important to keep various traits in balance. Imagine a person looks at the 15 types of emotional intelligence and decides to develop their assertiveness. They ignore everything else and only focus on becoming more assertive. But because they lack empathy, they don’t understand when they’re talking to an introvert who would rather die than engage in an assertive discussion. These misunderstandings cause many challenges when developing EQ. And if you don’t understand how to prioritize your EQ development, you can spend a lot of time moving in the wrong direction. 5. EQ development is a marathon, not a sprint The final challenge with developing emotional intelligence is that it takes time and effort. You can’t just read a book and become an expert in EQ. You should think of EQ development through the 70-20-10 learning model : Spend 10% of your development with structured learning methods, such as books or webinars Spend 70% of your development practicing emotional intelligence in the real world Spend 20% of your development working with an EQ coach or asking for feedback from your peers And that journey isn’t linear – often after receiving feedback, you’ll go back to the real-world application to try out new strategies. And like training for a marathon, you may want to consider having a coach guide you through the process. Without understanding which practices need development, how you can develop those traits, and which traits to keep in balance, you can end up putting a lot of effort into something that doesn’t work. The bottom line about challenges with developing emotional intelligence in the workplace Developing emotional intelligence isn’t straightforward – it requires self-awareness, assessment, vulnerability, time, and more. Many people struggle with EQ because they believe their personality is fixed. Others don’t understand the full scope of EQ, or they use flawed tools to measure it. Without addressing these challenges, businesses and their employees risk missing out on a key driver of personal development. At The Metiss Group, we help leaders and their direct reports learn practical ways to develop their EQ. Now that you understand the challenges with developing emotional intelligence in the workplace, it’s time to learn how to overcome these challenges by using a 360 assessment when developing emotional intelligence .
- Problems with Headhunters in 2025
So you’re looking to hire a new employee and considering using a headhunter. Maybe you’ve made terrible hiring decisions in the past. You need this one to stick. We get it, it’s tough. In our 30 years of helping small businesses find the right talent, we’ve seen over and over again how a candidate can look perfect on their resume. You don’t realize they’re a bad fit until after they’re on board. And although a lot of headhunters will claim to have a process that weeds out the bad candidates, it still often ends up not working out. Which means you’ve wasted time and money. By the end of this article, you’ll understand what a headhunter is and what problems they usually bring to the hiring process, as well as have a proven alternative you can lean on to make your next amazing hire. What is a headhunter? In its most basic form, headhunters are known for finding candidates for their clients, i.e. companies looking to hire new employees. Sometimes they’re also called search firms or recruitment agencies. Headhunters actively seek out the right candidates, even if those people aren’t actively looking for a new job. They might use tools such as LinkedIn to find candidates, or they’ll leverage their own professional networks. You probably wouldn’t use a headhunter for an entry-level position. But for upper-level positions, many companies turn to headhunters in an effort to ensure a perfect fit. How much does a headhunter cost? This is where the problem with headhunters starts to come in. Headhunters are typically paid up to 30% of the candidate’s total compensation. This includes bonuses and commissions. Headhunters typically use one of these pay structures: Contingency : The client doesn’t pay anything until after the hire is made Retained : The client typically pays ⅓ up front, ⅓ after candidates have been presented, and ⅓ upon hire Contingency sounds great, right? Who wants to pay money before the headhunter finds a superstar? However, headhunters often focus on finding a candidate as soon as possible, and that candidate probably won’t be a superstar. But it’s a double-edged sword: if they take too long, their client could back out of a deal. After all, if they haven’t paid anything yet and the headhunter hasn’t found anyone, then why not engage another headhunter and see if they can speed up the process? According to the Association of Executive Search and Leadership Consultants, this practice not only pits recruitment agencies against each other , but it’s also a confidentiality issue for your company. Additionally, if multiple agencies reach out to the same candidate, your company will appear disorganized. With the retained structure, headhunters can ideally focus more efforts on finding the ideal candidate. The idea is that the headhunter is entering a partnership with the client, and quality will be prioritized over speed. It doesn’t always work out this way, though. The headhunter is still waiting on ⅔ of their paycheck, so they’ll still want to get clients that candidate as fast as possible. Either way, 30% of a new hire’s salary is a massive fee. Especially if it doesn’t work out. What if you hire a C-suite employee at a total compensation of $200,000 and they quit in a year? Not only have you wasted $200,000 on that year’s salary – plus all the man hours you dedicated to getting them up to speed – but you’ve also spent $60,000 on the headhunter who didn’t bring you a superstar. Problems with headhunters We’ll admit it – $60,000 on that new hire would be worth it if you knew they’d stay at your company for decades, delivering a massive return on your investment. But the problems with headhunters go further than high fees. Problem 1: Headhunters typically struggle to write job descriptions A job description is a detailed outline of the responsibilities, skills, and qualifications needed for a specific role within a company. It often describes the job tasks and the hard skills of the ideal candidate, and it might also give background information about the company that’s hiring. A good job description excites the ideal candidate. It also allows other team members to understand how a new hire will contribute to the team. A bad job description just confuses everyone. Or it sounds like every other generic job description out there. Most headhunters only speak to the hiring manager when building the job description. And if they don’t push back on some of the hiring manager’s unrealistic expectations , it could double the time it takes to make a hire. Some do make an effort to gather input from other stakeholders. They might speak with other members of the team independently of each other and then synthesize what they heard, or they might narrow it down to what they heard most frequently. However, it takes a special skill and process to gather stakeholders, facilitate debate, and help them achieve consensus for the job description. It’s a process we at The Metiss have spent 30 years perfecting. Pro Tip : A job description is the first thing a candidate sees about your new role. It should excite them and set expectations about the position. When you don’t invest in writing a proper job description, you attract the wrong candidates – and you may not even realize it until after they’re on board. Problem 2: Headhunters typically don’t use assessments Anyone can read a resume and look at a candidate’s hard skills. But quite often, new hires don’t work out because of their soft skills. This can be revealed in assessments that look at behaviors, motivators, capacities, and critical thinking skills. Most headhunters don’t have a process in place to assess candidates beyond their hard skills. And if they do assessments, it’s typically a single-science assessment. One example of this is the Predictive Index Behavioral Assessment, which looks at behaviors such as introversion vs. extroversion. But in our experience, humans are multidimensional, and you need to combine multiple behavioral sciences to get a full picture of a candidate . Maybe you have two extroverted candidates, but one is motivated by learning while the other is motivated by power. One could be a horrible fit for your position. The other could be your superstar. Problem 3: Headhunters don’t feel trustworthy Disclaimer: Not all search firms are created equally, and there are plenty who are kind, ethical, and well-meaning. We often work with great headhunters to help our clients source candidates. But because of the headhunter payment structure, many companies feel a sense of distrust, almost like talking to a used car salesman. For example, did the headhunter find a superstar candidate, or did they just want their commission as soon as possible? Say the headhunter has a 90-day guarantee, and you let the new hire go within that timeframe. How can you trust the headhunter will put effort into finding your new superstar when they’re not getting paid? Or say your headhunter is negotiating the candidate’s salary. Would you trust that they’re arguing for the role’s true value, or would you worry that they’re just trying to increase their commission? If the service was a flat fee, maybe companies would feel more trust toward headhunters. The bottom line about problems with headhunters Hiring the right person is tough, and using headhunters often makes it even harder. Too often, companies end up with candidates who look good on paper but don’t fit once they’re hired. This is a waste of time and money— sometimes tens of thousands of dollars —especially when the new hire doesn’t stick. Now that you understand why headhunters are a waste of money in 2025, it’s time to try a different approach. The Metiss Group offers a Hiring Process Coach for a flat fee of $15,000. It’s designed to help you master the hiring process and avoid the issues headhunters bring to the table. If you’re ready to stop wasting money and improve your hiring process, read our article on Recruiting vs Hiring Process Coach.
- Problems Companies Face When Hiring an Integrator
If you’re a Visionary CEO, you’ve likely considered implementing the Entrepreneurial Operating System (EOS) in your business. To make it work, you need a second-in-command, like a COO or Integrator, to handle day-to-day operations. But while EOS promises to free up time so you can focus on strategic vision, many companies struggle to onboard their Integrator. It's common for the first or second attempt hiring an Integrator to fail, reflecting a massive waste of time and money for those companies. At The Metiss Group, we offer Integrator onboarding and services that have helped turn struggling EOS implementations into success stories. Our experience has taught us where these companies go wrong – and more importantly, how you can avoid their common mistakes when hiring an Integrator. In this post, we’ll explore the three most common reasons Integrators fail, from failure to delegate to lack of executive buy-in. You'll also learn actionable strategies, like using job scorecards, to ensure total clarity around an Integrator’s role. What is an Integrator? An Integrator is your company’s second-in-command. The role is similar to a Chief Operating Officer or Chief of Staff. It’s a term coined by Gino Wickman, the founder of the Entrepreneurial Operating System. Under EOS, the Integrator is the one and only direct report to the Visionary , a.k.a. the CEO. The Integrator manages the day-to-day operations of the business, which ideally frees up time for the Visionary to do what they do best: dreaming up new ideas. The entire executive team reports to the Integrator. This differs from a typical CEO/COO relationship, which might divide direct reports evenly. Sounds great, right? Unfortunately, many companies don’t set their Integrators up for success, which causes the Integrators to quit within their first year. Why do some Integrators fail? We’ve found three common problems companies face when hiring their Number 2 or Integrator: Visionary doesn’t want to release control Lack of buy-in from leadership team No structured way to track progress Visionary doesn’t want to release control In the beginning, visionaries love the idea of letting Integrators take control of the day-to-day. “I’ll have so much more time for other projects!” they think to themselves. But then the Integrator comes on board, and the Visionary doesn’t want to delegate. This could be for a few reasons. The Visionary gets their identity from the day-to-day operations and can’t imagine what they’ll do with their new free time The Visionary doesn’t trust the Integrator The Visionary is scared that delegation is an admission of failure It’s like a new parent who hires a babysitter for the first time. Putting their baby’s health and safety into someone else’s hands is terrifying, to say the least. And for many visionaries and CEOs, their company is their baby. Lack of buy-in from leadership team When an Integrator is hired, some on the leadership team may feel nervous about having a new boss. And the worst part: it’s easiest for your best talent to find new jobs. So , if the migration to EOS isn’t handled well, you might lose some of your top talent before the integrator even comes on board . No structured way to track progress Every role needs a job scorecard or some tracker to measure success. An Integrator is no different. EOS recommends a Weekly Same-Page Meeting . But without clear structure, too many things can be left to the imagination, and it becomes impossible for the Visionary to know if the Integrator is delivering real results. That’s why The Metiss group helps its clients implement quarterly progress-tracking meetings with the option to switch to monthly as needed. BTW — huge props to EOS for creating their amazing framework. We at The Metiss Group run on EOS, and we know firsthand how much of a difference it makes. How to ensure success when hiring an Integrator At The Metiss Group, our Visionary/Integrator hiring process starts with creating a thorough job scorecard for the Visionary . This scorecard complements the EOS Accountability Chart , but with much more detail. This step of the process includes gathering input from all the stakeholders – including the people who were previously reporting directly to the Visionary. By discussing the new reporting structure with the C-suite first, you’ll help them understand what to expect under the new organizational structure. An important piece to keep in mind during this stage is these stakeholders may not feel happy about the new process. In their mind, they’re getting demoted. Now instead of having a direct line to the Visionary, they have to go through some new guy — why would they be on board with that? That’s why including them in the scorecard process is so important to ensure success. They can contribute to the conversation and have a say in the company’s new direction. We’ll ask these stakeholders, “What are the things your Visionary does that bring the most value to the company?” So, for example, if the stakeholders agree that the Visionary’s time is best spent speaking to key clients, everyone can now be excited to see that actually happen under EOS. The next step of the process is to create the job scorecard for the Integrator. At this point, the leaders should be thinking to themselves, “If the Integrator does everything on that scorecard, my job is going to be so much easier and this company is going to be much more successful.” Pro Tip: When you include leaders in the job scorecard process, they’ll start to feel excited about bringing an Integrator on board. They’ll be thinking to themselves, “If the Integrator does everything on that scorecard, my job is going to be so much easier.” Think back to the three reasons above why Integrators fail: Visionary doesn’t want to release control Lack of buy-in from leadership team No structured way to track progress The scorecarding process overcomes all three of these problems. It helps the Visionary understand how to delegate to the Integrator; it allows the leadership team to feel their voice is heard; and it provides a progress tracker so everyone can see how the Integrator is contributing to the team’s success. The bottom line about problems with hiring an Integrator Hiring a second-in-command or Integrator is crucial for Visionary CEOs who want to get out of the day-to-day. However, many companies fail to set their Integrator up for success. Whether it’s the Visionary struggling to release control, the lack of buy-in from executives, or the absence of clear tracking methods, these challenges lead to a massive waste of time and money when hiring an Integrator. At The Metiss Group, we help businesses hire and onboard Integrators who are not only a great fit but who also stick around for the long term. If you’re considering hiring an Integrator for your business, read more about our Integrator Selection Services .
- Recruiting vs Hiring Process Coach
When it comes to hiring, traditional recruiting services can provide a temporary solution. Recruiters often emphasize speed, efficiency, and the need to fill a role quickly. To do this, recruiters will focus primarily on the common hard skills like education and experience. While recruiters may find someone with the right qualifications, the question remains— is that person truly the right fit for your team? This is where many leaders find themselves stuck—hiring someone who looks good on paper but doesn't work out in the long run. After all, quite often, employees are let go for deficits in their soft skills (e.g. not a good fit, clashing personality types, etc.). When organizations experience a failed hire, the financial impact can be shocking. A 2024 Business.com article stated that the reported cost for making a bad hire is around 30% of the employee’s salary. So how do businesses avoid this pitfall? Hiring Process Coach isn’t just about hiring someone to fill a seat; it’s about investing in your organization’s future by finding the right fit—someone who embodies the values, qualities, and vision you need to take your company forward. Finding the right people for your job roles is critical to your success. Moreover, when a person is hired and it turns out she or he is not a good fit, problems tend to cascade down from the role to the team. It is fair to say that not making the wrong hire is just as, if not more important than finding the right person. In this blog, you will read and understand the key differences between Job Recruiting and Hiring Process Coach so you can decide for yourself if Hiring Process Coaching is the best option for your next hire. Job Recruiting or Hiring Process Coach: What Are You Really Looking For? As a business leader, you need someone who not only has the right skills but also fits your company culture and can work effectively with your existing team. You know each hire matters and finding the right person is the key to reaching your company’s goals. However, the traditional recruiting approach can sometimes feel like a band-aid solution—a way to quickly fill an empty seat without truly considering whether the new hire will thrive in your environment. Recruiting services focus on finding candidates who match the basic requirements of the job—such as education, experience, and skills—and presenting those candidates to you, the person hiring for the job. It’s a process focused on speed and efficiency. For many leaders, this approach leaves something to be desired. You want someone who will be the right fit long-term—someone who can help drive your company forward. Hiring Process Coach recognizes this challenge and steps in to provide a more holistic approach. It offers an opportunity to evaluate not only the technical qualifications of a candidate but also the motivations, personality traits, and potential challenges they may bring to the role. By doing so, it helps you identify the ideal candidate and build a foundation for success. The Hiring Process Coach service is here to guide you through the complexities of hiring, providing the tools and expertise you need to make informed, long-term hiring decisions. The Components of the Hiring Process Coach Journey As the client, you deserve a partner who will walk with you every step of the way—ensuring your hiring decisions are not rushed or misguided, but intentional, thoughtful, and grounded in a deep understanding of what your organization needs. Here’s how Process Hiring Coaching becomes your guide and how its approach differs from traditional recruiting: 1. Leader Assessment: The first step begins with executing a self-discovery on the hiring manager, and identifying the role within the organization at large. This helps the coach guide the hiring manager through the process with certainty in both the particulars of the position and interpersonal qualities that would make an ideal fit for the team. 2. Job Activities and Defining the Job Scorecard: Clarity and Accountability for Success In any journey, it’s important to have a map guiding you toward your destination. In hiring, that map is the Job Scorecard . A Job Scorecard outlines the role in detail—highlighting responsibilities, expectations, and outcomes. It ensures there is no misunderstanding about what the role entails and what success looks like. It provides clarity , not just for the new hire but also for the rest of the team, so everyone understands how the new role fits into the bigger picture. Why is the Job Scorecard important? Living Document: The Job Scorecard is not static by nature. In fact, the Job Scorecard is flexible and designed to ensure the manager and direct report remain on the same page with minimal interruptions. Role Clarity : The new hire knows exactly what is expected, time allocation, priorities and success factors–effectively reducing ambiguity. Team Transparency : Everyone on the team understands the role, which fosters alignment. Stakeholder Ownership : Creating the Scorecard is a collaborative process, and the involvement of stakeholders gives them ownership in the hiring process. This buy-in is essential to ensuring the new hire’s success. With Hiring Process Coach , you are guided to create this Scorecard, bringing stakeholders into the process and setting up the new hire—and the entire team—for success. 3. The Avatar: Defining the Ideal Candidate In every job role, there should be a vision of what success looks like. In Process Hiring Coaching, this vision takes the form of an Avatar—a fictional representation embodying the ideal traits, skills, and qualities of the person you are looking to hire. The Avatar helps you go beyond the typical job requirements of education and experience. It allows you to define the character and personality that will thrive in your organization—giving you a clear picture of the ideal candidate. Why is the Avatar important? It provides guidance for the hiring process, ensuring you are not just filling a position but finding someone who will contribute meaningfully to your organization. It helps all stakeholders understand the traits you are prioritizing—making sure everyone is on the same page. 4. Multi-Science Assessments: Uncovering the Full Potential of Each Candidate Next steps include an in-depth evaluation that goes far beyond the surface to discover the true potential of a candidate. These multi-science assessments include: Workplace Behaviors : To understand behavioral tendencies—how the candidate communicates, interacts, and works under pressure. Workplace Motivators : To understand what drives the candidate—what makes them passionate, motivated, and engaged. Personal Skills : A science-based assessment designed to reveal an individual’s capacity or bandwidth based on their worldview and lens into their present environment. Cognitive Capability : To assess critical thinking skills—ensuring the candidate has the raw intelligence necessary to execute the duties of the role at the right level. Unlike recruiting services that might use a single-science assessment, these multidimensional tools provide a comprehensive understanding of the candidate, enabling you to make informed decisions that consider not just their skills but their ability to integrate into your team and your culture. By assessing both the candidate and the hiring manager, Hiring Process Coach helps create a cohesive environment where everyone understands how to communicate effectively—setting the stage for a successful partnership. Beyond Searching: Hiring Process Coach vs Recruiting Traditional recruiting services focus on finding candidates who meet basic qualifications. They present you with options, often in a short period of time, and expect you to choose the best fit. While this approach is efficient, it lacks depth, and it frequently leaves you wondering—is this person really the right fit for the long term? Hiring Process Coach goes beyond this transactional approach. It uses science-based data to identify candidates who not only meet the basic requirements but also embody the critical thinking skills, motivations, and personality qualities needed for success. Because this assessment process begins with clearly defining the job role, Hiring Process Coach exceeds any regulatory mandate requiring assessments to be linked to role success. It’s a comprehensive process designed to give you confidence in your hiring decisions, providing you with insights to help you understand not just what the candidate can do, but how they will thrive in your organization. The Benefits of Hiring Process Coach: A Client’s Advantage As the client, you deserve every advantage as you work toward building a strong and effective team. Hiring Process Coach offers several key benefits: Stakeholder Involvement : Bringing stakeholders into the process fosters ownership and alignment—leading to a more cohesive, supportive environment for the new hire. Creating Role Clarity : The Scorecard provides clear expectations, ensuring the new hire knows what success looks like and how they can achieve it. Identifying the Ideal Person : Hiring Process Coaching helps you identify the ideal candidate, someone who is more than just qualified on paper—they are a true fit for your organization. Reducing Hiring Anxiety : With the guidance of a Hiring Process Coach , you don’t have to worry about making the wrong decision. The data, assessments, and coaching process provide you with confidence in your choices. Support Through Onboarding : Your journey doesn’t end once the hire is made—your Hiring Process Coach supports you through onboarding, ensuring a smooth transition and setting up the new hire for long-term success. Hiring Process Coach is centered on you. You are on a journey to find a candidate who will grow with your organization, align with your culture, and contribute to your long-term success. Nobody is perfect, but through multi-science assessments, strategic coaching, and in-depth analysis , Hiring Process Coaching empowers you to make hiring decisions that set you up for sustained success. Hiring Process Coach Challenges Everyone faces challenges, and the journey to making the right hire is no different. Hiring Process Coach requires time and commitment from stakeholders—assessments, scorecards, and discussions all take effort. Additionally, the results of the assessments reveal potential obstacles that require attention and effort to overcome. However, these challenges are an opportunity for growth, providing you with a more complete understanding of how to move forward, or how you and your new hire can be best set up for success. Your Path Forward: Major Takeaways We understand you have an important decision to make. Hiring Process Coach offers you the guidance, tools, and expertise to make hiring decisions that set your company up for success: Right Fit : Quickly identify if someone is a good fit for the role. Efficient Hiring Process : No need to scramble through hundreds of resumes—the Avatar and assessments help you find the ideal type of person. Onboarding Support : Your Hiring Process Coach supports you through the onboarding process, ensuring a smooth start for the new hire. Shortened Learning Curve : The involvement of stakeholders fosters buy-in and often shortens the new hire’s learning curve, leading to faster success. Is Hiring Process Coach Right for You? Hiring Process Coach is ideal for organizations committed to building a team that will drive success and growth. Culture must be a high priority! It’s not for companies simply looking to fill a seat—it’s for leaders who want to build a culture of excellence, and who are willing to invest time and effort to ensure each hire is the right fit. Choosing the right people to hire is no easy task, and making the wrong choice can have lasting financial and cultural consequences within the organization. Hiring Process Coaching can be your guide to ensure these critical hiring decisions lead to a thriving, cohesive, and successful organization. Ready to transform your hiring process? Let us guide you on your journey. Read more on our cost and components of Hiring Process Coach, and learn more about how we can help guide you toward finding the right people for the right seats.
- What Is the ROI When Making a Great Hire?
As a leader, you’re on a mission to build a powerful, resilient team. You know the value of each hire and the potential they have to either elevate your organization or, if poorly matched, to cost you in ways that go beyond dollars. When you make the right hiring decisions, it’s not just about filling a role—it’s about creating an opportunity for growth, team cohesion, and enhanced productivity. But how do you make the right hire? And how do you ensure your new team members will not only fit but thrive? This journey can feel overwhelming, but you don’t have to go it alone. Think of The Metiss Group as your guide, here to help you navigate the hiring process with Hiring Process Coach , an approach designed to maximize the return on your hiring investment. In this article, we will explore what ROI means when you make a great hire, and how Hiring Process Coach in The Metiss Group’s Leadership Academy can help you get there. Defining ROI in Hiring: Beyond Financial Returns When thinking about ROI, you might first consider the financial aspect—the salary paid, the costs of recruitment, and so forth. But the ROI on a great hire is so much more than a dollar figure. It’s about time saved, productivity increased, and the boost to morale and culture. Imagine bringing someone onto your team who not only meets the qualifications but elevates those around them, driving your team to reach new heights. A great hire means you’re not just adding an individual; you’re enhancing your entire team. With Hiring Process Coach , ROI encompasses: Saved Time : Instead of repeatedly recruiting for the same position, you hire someone who stays and thrives, allowing you to focus on your core responsibilities. Increased Productivity : When the right person is in the right role, they quickly make a positive impact. Not only are they effective in their tasks, but they also free up other team members who were previously filling gaps. Team Engagement : An aligned hire boosts team cohesion and morale. Your team sees a new hire who shares their values and complements their strengths, leading to increased satisfaction and retention across the board. By looking beyond the financial aspects, you can start to appreciate the broader impact of a great hire—and why investing in the right process is so critical. How Hiring Process Coach Reduces Hidden Hiring Costs Traditional hiring methods often come with hidden costs that extend far beyond the price of a recruiter or job posting. Think about the stress on your team as they cover for a vacant role or the burnout from taking on extra duties until the right person is hired. These are real costs that impact productivity and morale. Hiring Process Coach takes a holistic approach that mitigates these challenges by involving your stakeholders early on, making sure everyone is aligned on what the role entails and what success looks like. Imagine a scenario where someone leaves, and the role needs to be filled. Until that happens, your current team members take on additional tasks, which can lead to overwork and reduced job satisfaction. In another situation, you’re growing rapidly and need to bring on someone new. Without a clear process, you risk a lack of communication that might cause your current team members to feel threatened or undervalued. With Hiring Process Coach , we help you avoid these pitfalls. By involving your team from the start, everyone is on the same page. Stakeholders know their input matters, and they feel connected to the process. This involvement not only ensures alignment but also builds buy-in, creating a supportive environment for the new hire. In the end, this reduces stress, enhances team morale, and accelerates integration—all of which contribute to a stronger ROI. The Difference Hiring Process Coach Brings Compared to Standard Recruiting If you’ve worked with traditional recruiters, you know the process often emphasizes speed and efficiency. The recruiter’s goal is to fill the position quickly, usually focusing on qualifications listed on a resume. While speed has its benefits, this approach can miss key factors like cultural fit, team alignment, and role clarity. Hiring Process Coach goes deeper. Our approach includes: Comprehensive Role Understanding : We work with you to define what success looks like in the role, beyond basic qualifications. This includes job duties, behavioral traits, values, and interpersonal skills that align with your company culture. Team Buy-In : By involving stakeholders, we ensure everyone impacted by the hire knows what’s expected. This engagement builds support for the new hire from day one. Accelerated Learning Curve : With clear role definitions and expectations, your new hire can quickly become productive. They know what’s expected, and they have the team’s support to reach those goals. In short, while traditional recruiting may fill the role, Hiring Process Coach ensures the role is filled with someone who truly fits your team and mission, leading to longer-term satisfaction, retention, and success. The Power of the Job Scorecard in Enhancing Role Clarity The Job Scorecard is one of the most critical components of Hiring Process Coach . This living document is more than a list of responsibilities; it’s a roadmap that aligns everyone’s understanding of the role and its impact. Imagine you’re hiring for a sales role. The Job Scorecard might involve input from the sales manager, someone in operations, finance, marketing, and even customer service. Each person provides valuable insights into what the role requires, creating a clear picture of what success looks like. By the time the role is filled, the new hire knows their priorities and how their work contributes to the bigger picture. They can quickly align their efforts with the team’s needs, leading to accelerated productivity. This clarity translates to ROI by reducing onboarding time and enabling the new hire to deliver value from day one. Cultural Fit and Team Cohesion: Building for the Long Term Cultural fit is a critical aspect of ROI that traditional hiring methods often overlook. When a new hire fits well culturally, they don’t just fulfill their duties—they inspire and elevate the entire team. A recent Forbes report found A cohesive team is more productive, more engaged, and more likely to stay. So the question becomes, how do you ensure cultural fit in your hires? With Hiring Process Coach , we use a combination of the Job Scorecard and the Avatar , a detailed profile of the ideal candidate. The Avatar goes beyond skills and experience to identify the personal traits and values that will allow the candidate to thrive in your organization. When your team sees a new hire who embodies these qualities, they’re more likely to support and integrate with them, creating a positive ripple effect that enhances retention and job satisfaction. Long-Term Savings Through Multidimensional Assessments The Metiss Group uses a suite of assessments, including DISC, Motivators, Personal Skills , and the Watson-Glaser critical thinking test, to provide a comprehensive view of each candidate. These assessments reveal not only how a candidate might perform but also how they communicate, what drives them, and how they think. These critical insights help ensure your hiring choice is equipped to succeed in the role and able to contribute to the team’s goals. With these assessments, you reduce the risk of a costly mis-hire. Instead of hiring based on surface-level qualifications, you gain a holistic understanding of the candidate’s fit within your organization. This thorough process helps ensure a great hire, which in turn minimizes turnover, improves retention, and ultimately contributes to the ROI by reducing the need for future hires. Guided Self-Discovery for Hiring Managers: Building Confident Leaders As a leader, you understand the importance of self-awareness. Hiring Process Coach includes a guided self-discovery process for hiring managers, allowing you to better understand your own leadership style, biases, and expectations. This self-discovery helps you make decisions that align with both the role and the broader organizational culture. By understanding your own approach to leadership, you’re better equipped to communicate expectations, manage diverse personalities, and foster an environment where new hires can succeed. This, too, contributes to ROI—not only by improving the quality of your hires but by strengthening your leadership and team dynamics. Building a Path to Sustainable Growth with The Metiss Group We believe you need more than quick hires—you need the right hires. By working with The Metiss Group and our Hiring Process Coach , you gain a partner in building a team that not only performs but thrives. Let us guide you through a hiring process that emphasizes cultural fit, role clarity, and team cohesion, setting the stage for sustainable growth. If you are on a mission to strengthen your organization with a team that’s aligned, productive, and driven, you have a guide in The Metiss Group with Hiring Process Coach . We are ready to walk with you and help you make hires that are more than just great—they’re transformative. Let’s build your team’s future, one great hire at a time. Schedule a call today today and get started.