The art of active listening has benefitted me throughout my career journey. An experience with a C-Suite executive helped me identify competencies that gained his trust. Years ago, I held a human resource recruiter position at a state agency and my first assignment was to work with a C-Suite executive to recruit and fill a job vacancy in his area. My HR colleagues told me that this executive was “stoic” and not a human resources fan.
“I am a very strong believer in listening and learning from others.”
– Ruth Bader Ginsburg
I followed the administrative process by submitting the employment requisition, reviewing the job description, writing the job announcement and posting the advertisement. The outcome of the recruitment strategy resulted in an exceptional applicant pool. I contacted the executive after the position deadline and informed him that we received an impressive applicant pool. Without hesitation, he instructed me to deliver the applications to his office so that he could review them. I offered to screen the applications, but he stated that he screens his own jobs. I complied with his instructions rather than choose this as a battle. Procedurally, the HR shop was responsible screening applications to ensure compliance.
I delivered the employment applications to the executive’s office along with the a copy of the screening criteria. When I returned to my office I started screening the applicant pool using the same criteria. Afterwards, I scheduled a meeting with the executive to discuss potential candidates for interviews.
The day of the meeting, the executive handed me about five applications and said to schedule them for interviews. I took the applications and sat down at the table with the executive. I reviewed his screening criteria and explained that it was important for each candidate to meet the minimum requirements of the position. I explained that I also screened the applications using the same criteria and presented my applications. We worked collaboratively and discussed each application which resulted in the selection of a good interview pool. At the end of the meeting, the executive looked relieved to know that I was checking to make sure we were consistent with our selections and thanked me.
Lessons learned
Lessons learned are that I did not form any assumptions about the executive before I met him, practiced active listening and partnered with him to find an employee for his office. The executive was pleased with the HR process and my work which was the beginning to building trust.
The next time the executive had a job vacancy he asked me to screen all of the applications and bring him my recommended candidates for interviews.
This was a professional win for me because I earned the trust of the executive. I believe my interactions during this recruitment process can be summarized by four actions:
- Perspective Taking – Listening to the executive’s perspective;
- Sharing Knowledge – Explaining the recruitment process and need for compliance;
- Collaboration – Creating space for the executive to review the applications; and
- Goal-Setting – Remaining focused on our goal to fill the vacancy.
In summary
My HR colleagues were amazed that I won the trust of the “stoic” executive and asked how I did it. It was my collaboration and partnership with the executive that won his trust and confidence. Plus, we had the same goal. The executive’s initial lack of confidence in HR changed because of our professional interaction, but I cannot say that he became an HR fan.
