If you haven’t read The Mafia Manager, you are missing vital Business Management Tips not found anywhere else. Here are 16 tutorials on hiring the best employees from Mafia Manager.
The Mafia Manager is a book that contains the wise wisdom of the people who run one of the largest, most profitable and longest-lived cartels in the history of capitalism. For the first time, the mafia manager brings together in one book the knowledge and insights of ruthless bosses whose organizational and management genius has contributed far more to profitability and growth than the brute force or conventional wisdom of a legitimate CEO.
In this step, I’ll share with you 16 lessons on hiring or hiring good employees; which I learned from the book “ Mafia manager ” … There are many business lessons in Mafia Manager, but I will specifically learn from hiring good employees. If you have not read the book ” Mafia manager “; then you are definitely missing out on some unusual business lessons.
Hiring the Best Employees 16 Lessons from a Mafia Manager
1. It is not necessary to have a large family with many soldiers and buttons. In fact, the fewer employees you have, the less betrayal or disappointment there will be. Lots of employees, lots of betrayals, lots of frustrations, and a lot of overhead.
2. Your staff should be of the highest quality in responsible positions. One good person is certainly better than a hundred fools.
3. For really responsible work, involving others in their work; don’t hire someone fresh from school, no matter how impressive their experience is. Hire someone who has already demonstrated the ability to work with others.
4. For work that is less critical to the success of your organization, you will want to hire a good attitude before experience. Attitude manifests itself in different ways. For example, if the applicant asks about the salary at the beginning of their first interview; he has a bad attitude and is also stupid.
For really important work, don’t hire a high-performing expert; no matter how impressive his credentials are. The experts only care about their credentials and their fees; and their concern never stops.
6. Do not hire more than two household members (other than possibly your own) and never hire lovers or husband and wife; no matter how necessary their individual skills are for your organization.
7. Before hiring, you will interview. Knowing what skills and performance you want from the person you are hiring gives job seekers time to reflect on your questions about those issues.
8. Be specific in your questions. General provisions give rise to general (and therefore useless) answers. Require candidates to be specific in their responses. Use “why” and “how” questions to track responses.
9. As for the interview strategy itself, applicants for places near you, if possible; rather than across the table from you so you can better gauge his reaction. Take his / her resume, frowning from time to time, as if thinking about something.
When this bit of game action is over; and the applicant is appropriately concerned about this, start by asking the applicant why he wants the vacant job and why he feels he can do it. Let him sell himself as much as he wants; interrupting only with specific questions. Finally, if the applicant is currently working, ask him why he wants to change jobs.
10. If the applicant must frown, wriggle, or pat his cheek with obvious concern while describing the difficulties with the job; you have to start kissing him. In polite language, let the applicant know your feelings. If the applicant doesn’t try to sell himself back to the dispute, kiss him. Tell him you have interviews for others and you will let him know, one way or another, in a day or two.
11. Also kiss any candidate who is full of questions about his future career with you.
12. In any case, close the interview when you know everything you need to know; whether it takes five minutes or fifty.
13. When a job seeker needs to look again, check out his business recommendations and employment history. Forget about personal links; he is not going to list anyone who will knock him. If you happen to find out one or more of his personal references, one or two calls can give you some useful inside information.
14. Introduce the most likely candidate for a second interview, preferably for lunch and for this meeting; hit him with anything you might find fake in his business or job history. If these doubts; real or imaginary resolved to your satisfaction, sell the work to the applicant.
sell the work; do not promise future promotions, promotions, or increased responsibilities. What the applicant gets is what he gets; nobody, not even you have a crystal ball that works. Get him to do the job he applied for and we’ll see what happens.
16. After you have sold your job, present some hypothetical problems the candidate might face at work and ask how he might meet them. If the applicant is verified; make an offer and hire him. If not, return to the office to schedule a second interview with the next most likely candidate.
Finally, never hire someone of the opposite sex in the hope of a future erotic reward. This could be the beginning of the end of your business.
