Ethos, Pathos, and Logos

One of the keys to good leadership is communication. It is a fundamental part which is so often over looked. This article by Rachel Harner at Communispond, goes back to the very beginning of the philosophy of public speaking based upon the work of Aristotle.

Public speaking is definitely not a new practice. Our current persuasive methodology has been tested, worked through, and edited over the course of the 2,300 years since its inception. Aristotle, a founding father of persuasion and public speaking, coined the terms “ethos,” “pathos,” and “logos” in On Rhetoric to explain why good persuasive speeches are effective and how persuasion works.

Although they sound like complicated Greek words, the ideas behind ethos, pathos, and logos are fairly simple to understand. In order to create a persuasive argument for an audience, you must satisfy these three areas:

  1. Ethos– Aristotle first defined the word ethos as being “trustworthy.” People are much more likely to believe people who have/exhibit good character or are similar to us. If the audience really trusts your, then they expect that you are telling the truth. We measure the ethos of a speaker in four main characteristics: similarity, trustworthiness, authority, and expertise. You audience must be able to view you as a credible source before they accept anything you say.
  2. Pathos– Emotions are some of the most powerful motivators for your audience. The word “pathos” is derived from the Greek word for “experience” or “suffering,” but we use it to define the emotional experience that you share with your audience. Many different emotions can be conjured during your presentation to create a strong connection, including love, sympathy, outrage, fear, and envy. One of the best ways to do this is by sharing a story with the goal of creating a triggered emotional response from the audience.
  3. Logos– The word “logic” in English is derived from the Greek term “logos.” It is often used to mean logical reasoning or when an argument is based on reasoning. While you are presenting, your audience is trying to reason your ideas and understand the counterarguments with their deductive and inductive reasoning skills. In fact, they are doing it before, during, and after you speak. The logic of your argument is influenced and strengthened by things like data, facts, statistics, and research.

Many people often ask which of these three aspects are the most important to feature in their speech. The answer to this question is that they are all significant and a truly persuasive presentation does include all three elements – but the balance of them is dependent upon your subject matter.

Generally, it is thought that there is no such thing as too much ethos (or credibility) in a presentation. Keep in mind that logos and pathos should be adjusted depending on the audience and subject.

E.M. Godsman
ELAvate Global

The Behaviours of Strategic Leaders

Our last leadership article looked at the three characteristics of a strategic leader. Those being: charismatic, visionary and transformative. How are these characteristics developed though? And how does a strategic leader know when to use each one? Not all individuals are born great leaders, capable of influencing the masses with their words and actions. So how do individuals learn to become strategic leaders. When undertaking a critical review of the strategic leadership literature, Boal & Hoojiberg (2000), noticed three reoccurring elements of their behaviour: Absorptive capacity, adaptive capacity and managerial wisdom.

One of the biggest themes within leadership is how leaders push themselves. John Maxwell said that the hardest person he has ever had to lead was himself. Last month we noted how setting goals and achieving them was one way to improve how others perceive you as a leader. Learning is a foundation of leadership, and that’s exactly what Boal & Hoojiberg (2000) noticed. One thing that separated strategic leaders from others was their ability to learn. Not just in organisational fields, but also, in all aspects of life. Whether that’s by learning a new language or running a marathon, they constantly set themself new challenges, which will cause them to improve.

The second thing they noticed is already a well-documented phenomenon, not just in management. Charles Darwin’s (1859) seminal book “On the Origin of Species”, coined the term survival of the fittest. That’s exactly what strategic leaders are: individuals who have reached the pinnacle of the field, they are the apex predators of the business world. However, survival of the fittest does not refer to the strongest or the fastest, but to those with the highest capacity for change, or, those with the largest adaptive capacity.

Strategic leaders have the ability to adapt ingrained within them. However, not all leaders do. Companies that make the fortune 500 are some of the most powerful organisations in the world, with a wealth of resources at their disposal. When comparing the original list, with that of today, there are only 54 companies on both. This is only goes to show that even if you have everything you need to survive but fail to adapt to your changing environment, you’ll be a goner.

The last aspect they found was managerial wisdom: the act of knowing what to do and when to it. This seems rather paradoxical and a tad aloof, “they’re successful because they know what to do”, which doesn’t really explain how it’s developed and suggests that it could be down to pure luck. Knowing the right decision to make and when to make it, takes most leaders a lifetime of trial and error to achieve. However, the old maxim, “the harder I work, the luckier I get” is very applicable in this setting. The more you practice a skill, the better you become at it and the more experience you get in a variety of situations can really help.

Although experience is one definite way to learn the best behaviours, it’s not the only way. Take, for example, the Prussian statesman Otto Von Bismark, who stated, “only a fool learns from his mistakes. A wise man learns from the mistakes of others”. Which takes us back to Boal & Hoojiberg’s first observation of absorptive capacity, the ability to learn. If history repeats itself, and only moves in cycles, by reading and studying examples of environmental changes or business successes and failures we can learn when and what is the right course of action to take.

So, to develop the three characteristics of a strategic leader; visionary, charisma and transformational abilities, a leader needs to be constantly learning, from a wide variety of sources. They also have to be adaptable, changing their behaviour to suit the current needs of their situation. At times being a visionary, in some moments being influential or at others being a coach. Only through learning and experience will you discover when the right time to use each is.

E.M. Godsman
ELAvate Global

What it takes to be a successful Strategic Leader?

With the smorgasbord of leadership theories being studied by practitioners and researchers alike, there is one that always stands out for being at the pinnacle of the field; Strategic Leadership. The term strategic leadership often gets thrown about with a lot of clout. It’s a very impactful term, but what is it?  And how can someone become a Strategic Leader?

Strategic leadership is the overarching term that encompasses three of the main leadership theories; Charismatic, Visionary, and Transformational leadership. Each of these three leadership theories, in their own right, has the ability to develop the leadership potential of an individual. However, by mastering more than one, leaders have the potential to increase their impact exponentially.

Charismatic leaders have the ability to build rapport with other individuals. Fundamentally, we follow people who appeal to us: businesses are no different. Organizations are multiple people working towards the same goal connected by relationships. A leader needs strong relationships with their followers; it is the motivation that causes them to act. Strong relationships occur by developing a rapport with individuals or groups, creating a lasting sense that you care about them. Both Barack Obama and Justin Trudeau are great examples of Charismatic leaders. Watch their ability to make an audience laugh or how on they show emotion when giving speeches on difficult issues. Both men can be related to because they have the ability to show their human side.

One of the most important attributes a leader can have is their vision; who will follow someone who doesn’t know where they’re going? Leaders need a clear idea of what they’re trying to achieve and how they want their world to be. Visions are often based around solving major problems, they may not have an absolute plan to solve the issue but they can preach a better vision than the current reality. It is their passion and will to overcome the issues the face that inspires others to help them achieve their goal. Take Martin Luther King Jr. and his I have a dream speech for example. He sets out a clear vision of what he wants the future to look like. He doesn’t set out a plan of action; he uses emotive language to highlight inequality and points out that there could be a fair society that benefits everyone. His vision allowed others to picture themselves within the future he describes.  This influences those around him to create the change.

Transformational leaders have the ability to develop the capabilities of those around them. Only way to be a great leader is to have a great team. Rarely do teams come together with perfect attributes in the beginning, some need to be developed. It’s the reason that every sports team in the world spends countless hours practicing. John Maxwell said, “To add growth, add followers- to multiply lead leaders”. Not everyone is a born leader though; many have to be cultivated through out their careers. This is what brings benefit to transformational a leader; through developing skills in others, they are able to reap the rewards of their follower’s labour. Take any great sports coach, they lead through their ability to develop the talent they have working for them.

Each one of these styles can make you a successful leader, but to become a truly great leader, one to be remembered in history, you’ll have to draw from each of these three competencies. A strategic leader is someone with a vision, who can build relationships and then enhance the capabilities of their followers. That’s what it takes to be a successful strategic leader.

E.M. Godsman
ELAvate Global

The benefits of developing your human capital into Leaders

One of the things that can make us successful in life is our ability to learn new skills. We’ve done it throughout our entire lives. As children; we learnt to walk, we learnt to talk. As we’ve grown, we’ve learnt more skills, became more capable, more advanced. It allows us to try new ventures, attempt things that we would have never thought possible. Although developing yourself is incredibly important, what about the benefits of helping others to develop?

There is a body of literature showing the benefits that can occur from developing the human capital of your organization. When our organizations are faced with new challenges, we always have two choices; learn or get help. Hiring in someone to fix a problem can be expensive and if it should ever happen again, you’ll constantly have to rely on them. However, if you learn a new skill or teach a new skill to your team, it’ll never be a problem again.

A recent paper by Subramony, Segers, Chadwick & Shyamsunder (2018) highlights the link between developing leaders and organizational performance. They showed that if a firm improves their human and social capital there is a clear boost to organizational performance, “In conclusion, this study furthers the leadership development literature by demonstrating significant positive relationships between leadership development practice bundles, intangible assets, and organizational performance within the context of an emerging economy.” (Subramony, Segers, Chadwick & Shyamsunder, 2018; p.127). Within the context of emerging economies, building relationships is just as important as collecting skills.

This isn’t a new concept though. Every great sports team that has ever been, spends hours training, practicing and learning, so they can perform better. As a leader you can really ramp up your organizations ability, not just by training new skills to your staff, but by training them to be leaders. John Maxwell once said, “To add growth, lead followers- to multiply, lead leaders”. Each leader you train has the ability to train others, pass on skills and develop the next generation of human capital for your organization. Furthermore, with that new bit of knowledge, they can take it to solving problems, providing solutions you may never thought of before.

E.M. Godsman
ELAvate Global

The Importance of Goals

Everyone sets themselves goals; things we want to do, things we want to achieve. Setting these goals gives us milestones to work towards; specific points at which we can look back and reflect, analyse how we did.

We’ve all had goals at some point in our life but are you still regularly using them? Are you taking them into all aspects of your life? Having goals inspires us to work harder to achieve, but how often do we set ourselves goals to be better leaders?

As noted by John Maxwell, one of the defining attributes of a leader is their ability to develop and improve their skills. High achievers, and people who constantly push themselves to reach new goals, don’t just increase their capabilities, they change the way people see them. People who regularly complete and exceed their goals, according to Maxwell, are consistent level 3 leaders; people who get results. Their followers want to emulate their successes, and they’re right to. From infancy we learn by watching others, and being in close contact and having regular interaction with high achievers rubs off.

Recent research has highlighted how leaders, who regularly set goals, are perceived by those around them, “leaders who set a goal for change on a competency were perceived as having improved more on that competency than those who did not. Those who set more than one goal were perceived as having improved more across competencies than those who set only one goal.” (Johnson, Garrison, Hernez-Broome, Fleenor & Steed, 2018; p.555).

There are clear benefits to setting goals: not only do you improve your own capabilities but you also increase your potential to lead. So set yourself goals! push yourself, others will notice and begin to follow your example!

E.M. Godsman
ELAvate Global

5 ways to recruit top talent during historically low unemployment rates

TTI Success Insights

By Candice Frazer
the Global Marketing Director at TTI Success Insights.

If I had a nickel for every time we were asked “do using personality tests make hiring more difficult,” I’d have a small fortune. Since this question is commonly asked by users of our products, we’ve decided to answer the question.

This question warrants clarification. We prefer the phrase “multivariate assessments” in place of personality tests. Our assessments measure multiple dimensions of an individual and are very specific in terms of the aspects of “personality” that are measured.

It is also critical to consider the environment in which multivariate assessments are used. We’re living and working in a fascinating time period where US national unemployment rates are at historical lows. According to the Bureau of Labor Statistics, unemployment rates hit all time lows of 3.9% in April of 2018. These lows make it challenging for employers to find an abundance of great talent because everyone who wants to be working is working.

Many business decision makers may feel compelled to hire someone – anyone – to fill a need. Using multivariate assessments will verify that your next hire is the best fit for the role and your company. So rather than make it harder, we believe that using assessments make the process much more predictable and effective for the hiring manager.

There are steps that businesses can take to make the hiring smoother – primarily by creating a pipeline bursting with top talent in the industry. We recommend these five ways to recruit top talent during any challenging economic time.

Promote your company’s core values

Just because someone may be currently employed, it doesn’t mean they can’t be more happily employed. Today, most employees are seeking a work/life balance, a place that allows them to best utilize their talents and a place that relates to what is most important to them.

A company’s core values are one of those triggers that can get a potential candidate’s attention because it speaks to a person’s heart and soul. If a person’s core values align with those of a particular company, then that person may be open to working for the new company, even if they weren’t actively participating in a job search. Money is money, but happiness can’t be bought. A company’s core values tie into how well a candidate may fit, long-term, with your company.

Design a job posting for the individual, not the role

Any forward-looking company needs to look at the big picture. When you are filling a position, you are not just filling a role; you are adding a person to your organization. What talent today wants to see is a job posting that speaks to them and considers their attributes beyond competencies.

Instead of writing a job posting singing the praises and goals of the position, sing the praises of the individual in your job posting. You can do so with three simple techniques:

  1. List out the key questions that a candidate will need to fulfill while working for you. For example, “Are you a self starter who loves to build processes and organizational systems?”
  2. State the skills that an individual will gain when working for your business. Businesses are experts at transferring those skills and talent today is actively seeking the growth that a role provides.
  3. Introduce the candidate to members of the team by linking to your team page or team members’ LinkedIn profiles. Doing so enables the candidates to get to know their teammates and potentially even reach out to them to ask questions about the role.

Use your current employees to attract new ones

The best resource for discovering a potential new team member is through current, productive team members. Productive people want to surround themselves with like-minded people who will also be productive. A person is not going to recommend a friend who they know is inherently lazy because that will reflect badly upon the current employee. If they are going to recruit anyone, it will be someone who can be an asset to the team.

Using your current staff to recruit new employees comes at little to no cost to the organization and, as far as guarantees are concerned, has a fairly high rate of success. Not only can one good employee lead to another, the original employee may be even more inspired to work effectively everyday knowing they have an ally working in the office nearby.

Don’t be afraid to use a professional recruiter

In today’s day and age of connectivity and relationships, there’s no reason to go it alone. Recruiters exist for the sole purpose of connecting employers with employees. These are the professionals – let them help you!

If you’re like me, you prefer not to do your own plumbing or electrical work. Instead, you outsource it to those who are skilled and certified in those fields. Why not take the same approach with hiring? You have a business to run, and chances are, that business is not in the recruiting field. Let the professionals bring you the best candidates so you can focus your time and energy on growing your business.

Benchmark the job and use assessments

So many times, companies act reactively when it comes to hiring. Someone quits or is relieved of their duties and a frantic search ensues. In this scenario, the necessary time is not taken to really analyze what the company should be looking for in the first place.

The best way to ensure hiring success is to create a job benchmark that sets parameters for minimum qualifications for a specific position. Take a look at what has worked in similar positions in the past and create a list of “must haves” and “like to haves” in order to set a profile for what qualifications candidates need to have.

Once the benchmark is set, the only way to accurately gauge candidate’s qualifications is through the use of assessments. These assessments measure a candidate’s own responses and produce reports that give a very accurate representation of this candidate. Assessments can measure any of the following: behaviors, drivers, emotional intelligence, competencies and acumen, to name some of the most common. By combining these various elements, a very clear picture can be painted about an individual that can indicate whether or not they will be a good fit for a specific job, based on the benchmark created.

An important note to remember about using assessments is to be sure you are using an assessment company that is EEOC compliant for the purpose of hiring. Without that compliance, your company could be subject to scrutiny from candidates that do not get hired if the assessments used can be considered biased in any way.


These times result in creative and innovative ways to find your top talent. Remember, the talent is out there. Being proactive, rather than reactive, is the first step in ensuring you hire the right candidates.

If you have the patience, discipline and a proactive plan of attack, you will not only find the perfect fit for your company this time, but you will create a method for consistently and regularly being able to attract the best talent to your organization.

5 ways to get top talent

Times of low unemployment always provide tough times for managers. Due to such high competition from competing firms, it can be a struggle to get the recruit you need to keep your business flourishing. Jumping at the first recruits that applies for your vacancy can be quite dangerous… We all know the impact that hiring the wrong individual can have on your organization; 9 ways to stop a bad hire from infecting good talent & how much are bad hires costing you. (Both are well worth a read if you haven’t already).

Given this, it essentially provides you with of two options, leaving you stuck between a rock and a hard place: pay for training to improve the levels of your current staff or offer more lucrative employment packages to bring in top talent.

However, improving the quality of your human capital has limits. You’re often restricted by; their other responsibilities, their learning potential and even the amount of time available in the working day. Then you’ll need to factor in the quality of the training that you can acquire, and to finish it off nicely, you will still have to pay to get the best quality teachers and coaches you can find.

Top talent will always be looking out for the best deal that they can get. However, numeration is not the only motivation that an individual has for working with a specific organization. Candice Frazer, the Global Marketing Leader at TTI insights puts forward these 5 strategies to think about when recruiting during times of high unemployment.

E.M. Godsman
ELAvate Global

How to Give a Presentation to Strangers

As a transformational leader, you often have to stand and talk to strangers. Bill Rosenthal, CEO of our partner Communispond, has shared his insight on giving presentation to strangers. This will elevate your presentation skills whether you’re presenting to a group or even conversing one-on-one. Read Bill’s insight below and grow more as a presenter and leader!

Logo of Communispond

By Bill Rosenthal, CEO of Communispond

agreement-3408113_250The audience is wondering if you know what you’re talking about and whether you’ll be straight with them. You must pass both of these tests when you make a presentation to people who don’t know you. Unless you do, the audience might begin checking their smartphones before you even begin speaking. If the group likes you, though, they’ll give you the benefit of the doubt on both these points.

You can’t go wrong being likable in the business world. People prefer to buy from salespeople they like and favor them when they hire and promote. They even prefer working with a “lovable fool” rather than a “competent jerk,” according to a study conducted by two Harvard Business School professors.

How can you make yourself likable? The best way, whether you’re presenting to a group or even conversing one-on-one, is to make it clear that you like the other party. And the only way to express that feeling believably is to actually feel it. It’s something you can’t fake. There’s nothing more off-putting than a speaker who puts on a false face of camaraderie and good cheer.

Walk to the speaker’s spot with a warm smile and a friendly gesture to the person who introduced you. Before you speak, stand at your place for a few moments and take in the audience, showing by your expression and body language that you appreciate having been invited to make your presentation. Speak with the attitude that it’s your treat to be presenting and not theirs to be sitting there listening.

Show the audience you’re real, that you have vulnerabilities, just like they do. Express your doubts, amazement, disappointment, joy. Make it clear you share the audience’s values—not by mouthing platitudes but by talking about your experiences, about an incident that tested you in some way, for example. If you use humor, be sure the joke’s on you rather than someone else.

People tend to like people who are similar to themselves. Don’t try to be someone you’re not—but be sure the audience knows what you have in common with them. Be as formal or informal as the group is. Dress only a little bit better than they’re dressed.

Learn as much as you can about the audience before you prepare your presentation, so you’re sure you’ll be addressing their needs and not talking down to them or speaking over their heads. You’ll get points for that, because too few presenters do it. If you’re there to talk about a policy change or anything controversial, learn as much as possible about how the group’s members will be affected and their views about it. Express your feelings about the issue honestly and openly, without platitudes or Dilbert-speak.

Present your solution enthusiastically, because unless you’re excited about it the audience won’t be either. Inexperienced speakers, even those who believe strongly in what they’re saying, can come across as uncommitted if they fail to show passion. Express your passion with movement and gestures and changes in voice tone, volume, and timing that underscore your important points.

You can’t make an emotional connection with the group if you speak from a script. It will keep you from making eye contact with the audience or using movement to show your feelings. Keep practicing the presentation so you can present it confidently without a script. A confident speaker will be more natural, more connected with the audience, and more likable. If there’s a lectern on stage, get out from behind it, because it will only create a barrier between you and everyone else.

Get to the meeting room early, so you begin connecting with members of the group as they enter. Greet them warmly, and listen attentively to what they say. You might want to cite some of it as you speak.

Try to enjoy the presentation in the way you hope the audience will. That will help you keep smiling.

If you would like further information on Effective Presentation and Public Speaking, you may contact us. We’ll be happy to ELAvate you!

Why Mentoring Is Important

I came across this article on Mentoring. This article by TTI Success Insight’s Editor, Dave Clark will give you further insight on types of mentors and their ways of mentoring. Read the complete article below to grow more as a leader capable of being transformational mentor.

Michael J Griffin

ELAvate Founder and CEO

ELAvate Coach

TTISI Distributor

TTI Success Insights

By Dave Clark

You may be a rising star and have a track record of success. But when starting a new job, having a mentor to show you the ropes is important. Mentors hold a very valuable key to your success; they’ve been where you want to go. Why try to reinvent the wheel when you can learn from a trusted advisor? Your mentor can tell you everything you need to know, including those things you wouldn’t necessarily find in the official “user’s manual.” Having a mentor will provide many benefits. Not only will he or she provide customized leadership to help your transition become significantly easier, your mentor will provide information on culture, attitudes and other non-tangibles that you’ll need to win in the long haul.

Mentors as different as the seasons

Personally, I had three different mentors over the course of my career that were as different as the positions in which I was being mentored. The key is that there isn’t necessarily a “right” type of mentor or a right “way” to mentor. What’s important is to have a mentor who can help you learn the ropes and navigate the rough waters you’ll occasionally encounter.

A motivating mentor

Starting out as a young advertising salesperson, I had no actual learned skills; just a raw drive and determination. I didn’t have a plan for long term success in my company. After spending a few years working in inside sales I was promoted to outside sales and met division leader Steve Casey, who would later become my first mentor.

Our company provided a lot of training as well as motivational opportunities, and we had a lot of one on one conversations with our direct supervisors. There were certainly implementations in place to help us improve our skill sets. However, it was the big picture conversations with Steve that gave me the most meaningful direction.

On one particular day when I just wasn’t feeling love for my position as a salesperson, Steve called me into his office and gave me a pep talk. Not a cheerleading session, but a dose of real world reality. After telling him I felt like I was doing a job that just wasn’t meant for me, he told me a story about how being a worker is a lot like being an actor. He told me that, in many regards, he had to “get into character” every single morning to come into work and lead the sales force. Because, if it was up to him, he’d probably be a writer, editor or something similar. But he understood the value that came with his position and found a way to get up for his job every day. He continued to do so for thirty years until he finally left to purchase his own magazine company.

I took this advice and used it to power through an eighteen year career at that company before I made my own departure, but the advice helped me get through those rough days where getting out of bed seemed its own insurmountable obstacle.

A practical mentor

My second mentor came into my life after I left the advertising sales job and did about as hard of a career shift as one could do. I became a professional beer brewer. Sure, I could brew a decent IPA or stout at home, but I didn’t know anything about professional brewing outside of the very basics. Fred Karm owned a very small, but successful award-winning brewery and he was willing to trade knowledge for labor. In fact, when I first started working for him, he told me that if I was willing to work for beer, he’d teach me everything I ever wanted to know. Not only did this new opportunity quench my thirst, it also quenched my thirst for knowledge within the beer industry.

Fred was an absolute perfectionist. And people with this character trait aren’t always the easiest to work for. But Fred taught me patience, repeatability, and the importance of consistency in the brewhouse. His attention to detail is the main reason this tiny brewhouse was producing award winning beers sought out by beer lovers all over the country. While beer can be looked at as a combination of art and science, Fred stressed the science part and ensured that every single batch we made was a virtual clone to the previous batch. And this dedication to detail produced remarkable results while making me a better worker. These skills transferred with me when I left the brewing side of the industry and moved into the sales side.

A humanitarian mentor

When I went to work for beer conglomerate MillerCoors, I became a salesperson for their craft beer division known as Tenth and Blake. The head of this satellite company was a man named Tom Cardella, a beer lifer. Tom was a great leader and a bit of a free spirit. While there were many, many layers between my role at the bottom of the barrel (pun intended) and Tom’s perch at the top, he instilled a sense of humanity in a company that could often times be very machine-like. The company appeared to have an endless army of employees that seemingly overlapped, making someone in my position feel very insignificant. But Tom had a way to connect personally with all of his workers and make them feel that they were an integral, meaningful part of the team. As a fellow musician, Tom spent as much time talking music with me as he did business, and it created a connection. It’s not everyday the president of a major corporation becomes casual friends with a member at the bottom of the corporate totem pole, but the fact that Tom went out of his way to create that relationship really helped me feel like I was part of a great organization.

We all need mentors

If your goal is to one day become a leader, then learn from a leader. Mentors are crucial for developing the next set of leaders. They provide expert learning; both what is in the manual as well as the “street smarts” you’ll need to succeed. Mentors have ascended to their position due to the relationships they have built. They are your conduit to forging relationships of your own – use that advantage! Your valued leader can show you how to navigate the organization, giving you valuable insights. They’ll teach you how things work, who makes them work and what processes you need to understand to succeed.

Types of mentors

Your mentor may be someone directly within your department. Whether it’s a director, upper level manager or tenured employee, having someone close by will help you in times of need. Or, they may within your place of employment but in another part of the building. Be sure to schedule lunch meetings and chat times so you can learn from this person even if they aren’t in close proximity to your work environment.

Other types of mentors include mastermind groups and personal advisory boards. Both types of groups serve the purpose of helping you gain high-level information on a topic. By having either of these groups, you will certainly get to achieve your goals quicker. Mastermind groups can be a series of experts brought together through video chat, Skype, online forum or otherwise that may not only share information with you, but with each other. Personal advisory boards are experts that may not have any interaction with each other but are solely focused on helping you gain the information you need to succeed. Virtual mentors are another type of mentor where someone with expertise guides and instructs you from afar. Like mastermind groups or advisory boards, these meetings can take place via phone, email, video chat or otherwise. How you choose your mentor and type of mentor chosen is unimportant. Who you choose is important because choosing the proper person to teach you the ropes will substantially increase your chance to succeed in your new position and for the long term.

9 Ways to Stop a Bad Hire from Infecting Good Talent

John Maxwell’s Law of the Bad Apple states “Rotten Attitudes Ruin the Team.” TTISI Global Marketing Head, Candice Frazer, bites deeper into the Law of the Bad Apple by explaining the effects and remedies for making a bad hiring decision. Here are her 9 ways to prevent hiring ‘bad apples” in the future:

1. Accept Responsibility

2. Become a person of action

3. If skills are lacking, provide training

4. If he or she lacks will, make the job requirements clear

5. If he or she lacks fit, relaunch onboarding

6. Look for opportunities to reassign

7. Help the individual find other jobs

8. Learn from it

9. Hire right the next time


Read Candice’s advice below and learn how to hire “good apples” that produce bountiful fruit!


Michael J Griffin

ELAvate Founder and CEO

ELAvate Coach

TTISI Distributor


There are times when we hire someone who looked great on paper, sounded great in their interview but they turn out to be a bad hire. What’s even worse is if they turn out to be a bee in our organizational bonnet.

Typically, this happens for one of three reasons: the person we hired either lacks the skill, the will or the fit to be in his or her role.

It’s critical for managers to claim responsibility and prevent the bad hire from infecting the good talent already in the organization. One of my friends calls this the “ain’t it awful” game, where the person becomes an organizational black hole and sucks productive employees down with him (or her). This little game costs an organization in multiple ways, including productivity and profitability. It simply can’t be tolerated.

Let’s explore the 9 ways to stop a bad hire from infecting good talent that you’ve worked so hard to acquire and train.

1. Accept responsibility

We are all human. And none of us have the ability to make right decisions all the time. But what we do possess is the ability to make a decision, then make it right. Accept responsibility for making a bad hire, then quickly move to step 2.

2. Become a person of action

Recognize that you need to work quickly and very closely with the bad hire. While this may seem exhausting, you will learn more about the hire that may help you to root cause the challenge. The bad hire may have a personal situation that is preventing them from being productive. Most importantly, during this step, you will be able to assess skill, will and fit.

3. If he or she lacks the skills needed, provide skills training

Many people hire for skills and fire for attitude. It may be best for organizations, instead, to hire for attitude and train for skills. If you have someone who lacks the proper skills, you may have the most fixable bad hire out there. Unless, of course, they lied about their skills during the interview. In which case, you may need to take immediate and swift action.

4. If he or she lacks will, make the job requirements clear

Spell out their deliverables both verbally and in writing. It’s critical to get the bad hires’ agreement on expectations so that they can reasonably be held accountable. After you provide the job requirements, coach and guide the individual consistently and frequently. Give them the best shot to becoming a productive member of the team.

5. If he or she lacks fit, relaunch onboarding

Make it your personal responsibility to education him or her about the company’s rules of engagement and behavioral expectations. You may even go ahead and assign a “knowledge partner,” or internal mentor who can consult the employee as they adjust to the environment.

6. Look for opportunities to reassign

Though the individual may not be best for your team, perhaps there is another department or business unit that can benefit from their unique abilities. Remember to think through skill, will, and fit for the business units to ensure you are not passing a bad apple to another apple basket.

7. Help the individual find other jobs

If the individual is untrainable and you have to part ways, help him or her look for his or her next job. Offer to connect him or her with other employers that may be better suited to their skills and abilities. Giving the bad hire a few weeks notice of the intent to move them out of the organization, while unconventional, can build trust and a positive marketplace reputation.

8. Learn from it

Reflect on your experience. Journal if you can. Identify what you did wrong, then make a commitment to yourself to do it differently the next time.

9. Hire right the next time

Avoid making the same mistake. Ask those interview questions that you wished you’d asked the previous hire, and then some. Be transparent and open during the interview that the last person was a bad hire and why, giving your candidates the opportunity to showcase their skill, will and fit that will work best for the organization.

Bad hires can infect all of the good, productive workers on your team. But if you take quick and fair action, your team will pledge their allegiance and double down in supporting the efforts of the business.

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Michael       Amit            Anne

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Mali             Nirupama