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The question is: How do you decide what role is most important to hire for? If I hire someone to do X, I’ll have time for Y and Z. Hire the best person for that role. For all possible roles, think of the perfect person for the job — a person so amazing you could never recruit them. How to determine (1)?
The biggest difference between being a great functional manager and being a great general manager—and particularly a great CEO—is that as a general manager, you must hire and manage people who are far more competent at their jobs than you would be at their jobs. So, with no experience, how do you hire someone good? Probably none.
The VP of Engineering says, “well we don’t have the resources or time, and as long as you know we could build better computers then you guys, why don’t you tell us the details about your computers.” Hiring a VP of Sales in customer discovery typically sets a startup back. Help them?!! So, here is my assignment.
Today's post is brought to you by my friend, Paul Blumenfeld , a recruiter who is one of the most thoughtful people I know when it comes to hiring processes. Many hiring managers write a job spec that is heavy on wishes and low on real needs. I see two reasons for this discrepancy: Static Specs. that would get the interview.
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