Q. Once you have the right
people, how do you turn them
into a unified team?
Not only do we have the culture and have everybody know
each other already in our
organization, but everybody
has buy-in to who we hire. I
don’t want them just looking at
only a 12-month horizon; they
need to be thinking about the
people they’re going to hire
with the skill set that’s going to
grow with them, as well.
I think peer interviewing is very overlooked in most
organizations. It’s probably the
most important. We’ll get [candidates] in for a full-day, in-person interview. All of those
people that are presenting
their strategic plans? They’re
interviewing with all seven of
those plus me.
What I typically see from my
peers is that the person comes
in and interviews with human
resources and then they interview with the CEO or whoever
is going to hire them, and they
don’t hire with all the other
departments. From our organizational standpoint, I think
that would be a mistake in our
organization to not have all the
departments involved in those
key hires.
Q. What are the key aspects
to creating a sustainable
business?
That is only accomplished by
hiring the best and creating a
culture where they feel comfortable being able to run a
company as though they
owned it. What I’ve tried to do
is establish that kind of entrepreneurial culture. If they don’t
all win together, nobody wins.
I don’t feel like I have to be
the one to step in and make
sure they’re staying on the
right track. I would if I needed
to, but I try to bite my tongue
and not, because the group
will self-correct without me
having to.
For the first time, I feel like I
[can] go away for 10 days’ vacation with my family, and I don’t
have to check in with the office
at all. That’s truly the benefit of
being an entrepreneur. It’s taken
me seven years to have the
right culture and the right team
to feel like I can do that.
Megan Tackett also
contributed to this story.
HOW TO REACH: BrightStar Healthcare LLC, (866) 618-7827 or www.brightstarhealthcare.com
