Anthony Tjan’s 2017 book, “Good People: The Only Leadership Decision That Really Matters,” centers on a crucial tenet of organizational success: the character and quality of the people within it. Tjan argues that cultivating good people is the most significant leadership decision, far outweighing strategies or processes. This text intersects with the domains of recruitment and hiring, underpinning the importance of character, empathy, and morality in building effective teams.

Major Point: Goodness goes beyond mere competence; it encompasses moral and ethical attributes.
Action Step: During the hiring process, develop interview questions that assess candidates’ core values and ethical beliefs. For example, ask candidates to describe a time they faced an ethical dilemma and how they resolved it.

Example: Tjan recounts a story about a candidate who, despite having impressive credentials, was rejected because his responses indicated a lack of empathy and teamwork. The organization prioritized moral alignment over technical skills.

Major Point: An organization should have a “moral operating system” that guides its actions and decisions.
Action Step: Create a set of guiding principles or a moral code that reflects the company’s values. Share this with all employees and incorporate it into performance evaluations and daily operations.

Example: Tjan describes a company that implemented a “Golden Rule” strategy, encouraging employees to treat others as they would like to be treated. This principle became a touchstone for decision-making throughout the company.

Major Point: The three key attributes to look for in candidates are character, chemistry with the team, and genuine caring.
Action Step: Develop a multifaceted interview process that evaluates potential hires on these three criteria. Include personality assessments and team-based tasks to observe chemistry and caring in action.

Example: Tjan shares the success story of a firm that used role-playing exercises in its interviews to assess how candidates interacted with others, revealing their true character and interpersonal skills.

Major Point: Prioritize humility and a willingness to grow over expertise. Humble individuals are often better at teamwork and willing to learn.
Action Step: During interviews, ask candidates about past failures and how they handled them. Look for signs of humility and willingness to learn from mistakes.

Example: Tjan highlights an incident where a candidate was asked about a project that failed. The candidate’s focus on what they learned and how they adapted, rather than assigning blame, showcased the humility and growth mindset the company valued.

Major Point: Empathy is a critical trait for effective leadership and team dynamics.
Action Step: Provide empathy training for leaders and team members. Use workshops, role-playing activities, and relevant content to enhance empathetic communication within the organization.

Example: Tjan discusses a company that saw significant improvements in employee satisfaction and productivity after implementing regular empathy training programs, leading to deeper understanding and collaboration among team members.

Major Point: Effective recruitment strategies should identify not only talented individuals but also those who align with the company’s values.
Action Step: Use behavioral interviews and reference checks to dig deeper into the candidate’s past behavior in different scenarios that reflect core company values.

Example: Tjan notes a company that revamped its recruitment process to include comprehensive behavioral interviews, resulting in higher retention rates and improved cultural fit among new hires.

Major Point: Recognizing and appreciating employees fosters loyalty and embeds a culture of goodwill.
Action Step: Implement a structured recognition program that celebrates both small and large achievements regularly. Use various forms of recognition, from public acknowledgments to personalized notes and rewards.

Example: Tjan refers to a mid-sized firm that established a “Weekly Wins” ceremony, where employees shared accomplishments. This practice not only boosted morale but also reinforced the company’s appreciation of its people.

Major Point: Candidate selection should factor in cultural alignment to ensure long-term success and harmony.
Action Step: Conduct cultural fit assessments and have candidates interact with the team in informal settings to observe alignment and interaction dynamics.

Example: Tjan illustrates this with a startup that invites potential hires to casual team gatherings. This practice allowed current employees to gauge cultural fit in a relaxed environment, leading to successful, well-integrated new hires.

Major Point: Investing in the personal and professional growth of employees can yield substantial returns in loyalty and performance.
Action Step: Develop a robust professional development program that includes mentorship, continuous education opportunities, and career path workshops.

Example: Tjan recounts the positive impact of a mentorship program at a tech company. Junior employees paired with senior mentors felt more supported and motivated, resulting in higher productivity and lower turnover.

Major Point: Leaders must embody the values they wish to see in their teams.
Action Step: Regularly self-assess and solicit feedback to ensure you are modeling the values and behaviors you expect from others. Embrace transparency and accountability in your actions.

Example: Tjan profiles a CEO who regularly held “Ask Me Anything” sessions, creating a culture of openness and trust. By visibly living the company’s values, the CEO inspired the same behavior across the organization.

Major Point: Great leaders commit to self-awareness, engagement with others, fostering trust, embracing diversity, and empowering their teams.
Action Step: Develop personal goals and action plans for each of these commitments. Review progress regularly and make adjustments as needed to stay aligned with these core principles.

Example: In one chapter, Tjan highlights a leader who created personal and team goals around these commitments. The periodic review and alignment activities ensured the team stayed on track and motivated.

Anthony Tjan’s “Good People” serves as a fundamental guide for leaders aiming to prioritize character and goodness in recruitment and organizational culture. By focusing on moral integrity, empathy, and personal growth, leaders can build robust, cohesive, and high-performing teams. Tjan’s real-world examples and actionable steps offer a practical roadmap for implementing these principles in any organization, making the book a valuable asset in the fields of recruitment and hiring.