Thread by @Altimor

I’ve conducted 100s of reference checks, and recently realized how much I’d learnt by giving a crash course to a friend about to conduct one.

There’s an art to getting someone’s friends / front door checks to say bad things about them

https://twitter.com/jasonlk/status/1703166411525226941

Much of it is from the must-read “Who” by Geoff Smart, but here goes:

First, ask the person you’re doing the checks about what other people will say about them, including their “areas for improvement.” Ask for examples.

If at any point, the candidate mentions a conflict, double click on it like crazy.

What happened? Pay special attention to whether they are able to recognize merit in the other person’s position and represent it charitably, or just default to “they were such an idiot.”

Ask how the other person will characterize that exchange. Not would — will.

All this info is must-have prep for the reference call.

During the call itself, of course, build rapport. Crack some jokes, look for common ground, smile.

Also why video calls are much more powerful than voice calls here — many studies find that people appear more like able over a video call.

Ask what the candidate was like to work with. They’ll say only good things, which is normal.

Then ask for areas for improvement, *back when you worked together*, acknowledging that everyone grows so fast in their career and that they might have improved etc.

If the person doesn’t really give a reply, insist like crazy. Lock your jaws on them like a pit bull until you get your pound of meat.

You can also mention what the candidate told you. “Oh, he mentioned that XYZ — does that resonate?”

That gives them the permission to give more.

Then, and this is where it gets tricky: take the least charitable interpretation possible of what they’re saying, and present it back to them in a way that still lets them say yes.

You do that by making it sound like it’s no big deal, really. Sound almost nonchalant.

Eg:
Reference says: “sometimes he gets really focused on the details”
What you should hear: he spends his time on unimportant things and is the slowest man on earth

What you say back: “oh, you mean that that can prevent him from like, meeting deadlines sometimes?”

You’d be shocked how often you’ll hear: “exactly!!!”

Then, ask for the person’s concrete impact.

What you should expect here depends on the function / seniority.

But broadly speaking: “I loved him but I can’t really point to a big impact” = no hire

“Everyone hates him but he crushed his quota every quarter” = maybe hire

Finally, ask “were they in the top 10% of folks you’ve worked with?”

Point out that saying no is hardly bad — by definition, 90% of people aren’t in the top 10%.

If they say yes, top 5%? If yes, top 1%?

Once they say no, ask:
1. What would be missing for them to get to top 1%?
2. Who is in that top 1%? Collect names and emails, then reach out with “John Doe said you were top 1%”

I’ve hired multiple of those and they’ve always been incredible.

So in short:
- put the reference at ease
- use what you heard from the candidate
- read between the lines, double click like crazy
- ask for examples and concrete impact
- ask for top 10 / 5 / 1%