I have heard it said “more money more problems” but I think a more accurate statement is more roles more problems. Titles can create many problems for the founder. Many founders dream of having the title of CEO. They feel that this automatically comes with starting their own company. However there comes a dilemma when you enter a business with multiple people. There may not be much conflict if everyone has the same vision for the company, but you could face extreme adversity when more than the title is up for grabs such as the direction of the company itself. For example, Curtis and Prestley Blake the founders of Friendly’s, a restaurant chain, ended up feuding over the direction and future of the company. It not only ruined their personal relationship but also their business relationship. They eventually sold. Another dilemma that plagues titles is that sometimes titles can be tied to commitment. I have heard numerous times in my career someone complain “that is above my pay-grade.” most times pay-grade as in compensation is not really in question but it is more so a title or position. Employees do not usually like to go the extra mile if they feel they do not have a title that warrants the extra effort. Sometimes it can even be a bit rebellious. People that feel they should be in the coveted role of CEO may not push themselves to assist a vision that they do not support or do not feel they will be credited in doing so.
So now let’s take the focus off upper level management and the prized title of CEO and focus on finding talent where you would least expect it. Most companies flock to colleges to recruit young professionals that at the mere excitement of having a “real” job will work for nothing, have computer skills, and a “education,” but that does not always guarantee an “A Player.” My first job out of undergrad was a glorified call center for an insurance broker. They came to a job fair at my school, did a couple short interviews and hired me. Not only did they hire me, but they hired my husband and a slew of other candidates in my business school. We were all excited to have jobs awaiting us after graduation. However, they admitted to us this was the first time they had done so and looking around we were the youngest employees in the building. Not having worked in a professional environment before our training class had attendance issues, behavioral issues (saying inappropriate things), and relationships were formed, and those same relationships were ruined within the same month. The rest of us had to deal with the backlash. Eric Herrenkohl the author of How to Hire A-Players recognizes that the targeted pool has to be more specific. Instead of just college students he brought attention to college athletes who are hardworking and committed. He also focused on a group of women that I have had the pleasure of working with, Women re-entering the work force. In my experience these women are extremely hard working and are happy to get back into a life they once thrived in while still being available to their number one priority, their family.