Let’s hire her, she went to Harvard!
His dad is connected to the VC who funded us – we have to make an offer.
They worked at a Fortune 100 company, I’m sure they can handle a startup.
I’ve heard these and many other directional reasons as to why I should hire someone. In a competitive hiring market, you simply can’t risk bringing on talent based on assumptions. Throughout my career, I’ve learned these decisions shouldn’t be anchored solely on someone’s resume or alma mater, rather you should carefully take into account the innate skillsets that are nearly impossible to teach. Are they humble, creative, and resilient? Are you only testing for IQ and not EQ? How do you scope for critical thinking?
Talent density is the most important factor you should consider as a leader. One of the biggest mistakes I’ve made in my career was hiring too quickly, simply to meet a deadline or number. The moment I began to falter, a mentor of mine introduced me to the book, “Who: The A Method for Hiring” by Geoff Smart and Randy Street, which illustrates a systematic and effective approach to hiring the right people for your organization. Smart and Street discuss the importance of hiring A players. This book taught me to lean on the “The A Method,” which is a four-step process for hiring that includes:
- Scorecard: Define the outcomes and competencies required for success in the role. Define your no-compromise rules – never settle. What qualities are an absolute must in a candidate? What are innate skillsets you simply can’t teach? Ensure your entire hiring team is aligned on this profile.
- Source: Generate a strong pool of candidates through various channels. You shouldn’t strictly rely on your talent team. Tap into your network, VCs, social media, internal referral programs, and agencies. The best candidates are rarely looking, don’t wait for them to come to you.
- Select: Conduct interviews that go beyond traditional questions and focus on behavioral and situational scenarios. Topgrading, which originated from the work of Dr. Bradford D. Smart, is a method that drills much deeper than the resume. At Loom, we use Topgrading to understand someone’s entire life journey – from how they were raised and what type of environment they grew up in, to the challenges and obstacles they may have faced in their life to get them to where they are now. Get a layer deeper and be human to truly understand a candidate’s principles and values.
- Sell: In a competitive market, you’re not always the top choice. For a leadership hire, it is just as much the family’s decision, as it is the candidate’s. How are you selling their partner? What vision are you creating for their family? What’s in it for them?
“No Rules Rules: Netflix and the Culture of Reinvention” by Erin Meyer and Reed Hastings is another great book I lean on to support my hiring methodology. Some highlights that I’ve taken with me:
- Culture of Freedom and Responsibility: Netflix emphasizes a culture that grants employees significant freedom but also demands a high level of responsibility. Hire self-motivated individuals who thrive in an environment where they have a considerable degree of autonomy.
- Evaluate Context, Not Control: Seek candidates who can make informed decisions based on the context of their work, demonstrating a keen understanding of the broader goals and objectives of the company. Meyer and Hastings speak to “Leadership as a Service,” recommending you seek individuals who embody servant leadership principles and prioritize the success of their teams.
- High-Performance Culture: Similar to “Who,” Netflix seeks high performers. The moment you hire a B or C player, the entire operational efficiency of your team declines. Hire candidates who demonstrate adaptability, creativity, and a willingness to innovate. They are comfortable taking risks and crave constructive feedback. The best leaders are comfortable looking at talent objectively and letting go of underperformers quickly.
Remember, the candidate is interviewing you, just as much as you are interviewing them. Create an experience that allows you and your company to stand out. I’d argue the hiring motion is the single most important initiative to get right if you want your team to execute at scale. Slow down to speed up.
