The Hiring Mistake Many Leaders Make
We're not honest about whether or not somebody has the energy to do that. And it has nothing to do with age, it has nothing to do with intellect. It is like, will that give you energy? So a lot of times I'll say to somebody, hey, I like this person, and oh, can they do this? I look at the job profile, they can do this, they can do that, they can do this. I say, yeah, okay, I got it. And then give you evidence that they can. Is that what they want to do?
You're going to tell me all the things why you want this job and why you're excited and what it entails and what it's going to do. And you're a salesperson, you're going to tell me exactly what I want to hear because you know yourself, that's the best product you know how to sell is yourself.
Think through 90 days from now, are we gonna have a conversation because we're disappointed because you can't deliver on the expectations of the role? Because it will come.
- In the early stages of a startup, it's crucial to hire people who are resourceful and willing to do the work, as there's often a different type of grind involved that can be disheartening.
- A common hiring mistake is focusing solely on whether a candidate can do the job, without assessing if they genuinely want the realities that come with it.
- For early-stage startups, seeking candidates with experience in family businesses, sports, military, or those who have demonstrated grit is beneficial because they are used to figuring things out and being adaptable.
- Instead of just assessing past experience, it's important to ask candidates if the role and its challenges will give them energy, as this indicates long-term fit.
- When hiring sales reps, a good filter is to ask them to articulate why they want the job and what it entails, then ask them to think 90 days out about potential disappointments.
- In early-stage startups, sales candidates need to be ready to act as part product manager, part customer feedback conduit, and part salesperson, as they'll be on the front lines.
- Hiring individuals who thrive in chaos and can adapt to rapidly changing environments is essential for early-stage companies, as they often lack established processes.
- Leaders often fail to be honest with themselves about whether a candidate has the energy to do the work, which is distinct from age or intellect.
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