1.2.13 Hiring Key Management

Welcome to our discussion on Hiring Your Key Management Team Members. We’ll be talking about some key things to remember during the hiring process. We’ll also talk about how to hire two of the most difficult positions to hire for, your top sales and marketing person and your top tech person. Sometimes referred to as your VP of sales and your CTO or VP of technology. We’ll talk about the interview itself, best practices before, during and post interview. Then we’ll talk about some counter-intuitive concepts in hiring your sales person, and then we’ll talk about hiring your tech leader.
When hiring, you want to think about the interview process before even interviewing. You want to come up with a scorecard that members of the team agree on. You want to talk with other interviewers and talk about screening together basic information, and you also might think about assigning pre-work. This is specially might be relevant in the context of coders and developers who might be programming things specifically for you. During the interview itself, you want to interview as many people as possible. You want to try and ask behavioral and hypothetical questions, as well as technical questions, things like, what would you do in this situation.
Obviously, avoid illegal questions about race, religion, veteran status, and so on. And make the experience as great and fair as possible as candidates will often talk with other candidates. After the interview, you also want to think about gathering references. But remember, references can be tricky as they are usually overwhelmingly positive. After the interview, also make sure that all interviewers make a go/no go decision based on the scorecard. Now let’s move to hiring two of the key positions that you’re likely to be hiring for. Before you hire the VP of Sales, it’s best if someone from the founding team, not a hire, has done the first couple of sales. This person is likely to know the most about the product market fit, the product offering, and so on. Ideally, you don’t want to hire somebody who has the title of VP of sales. Think about people who are VPs of sales. They’re often managing territories, looking at spreadsheets and numbers, and not on the ground making the deal. You also want to hire somebody who’s willing to pivot and iterate with you. You don’t want somebody who after the fifth lost deal just says, let’s get back on the road and start selling some more. You want them to stop, think about with you why it might not be working. Why the sales are not working and if the product market fit should be adapted more.
Next, let’s look at the IT or tech role. In order to hire the IT or tech person, you want to think about referrals and people from your network. This can be great for leads. There’s also other ways to attract talent. You can hold events and contests where there’s a small prize, and they submit entries to try and win the prize. Top hires also attract other top hires. So once you hire somebody who is very, very strong, they’re likely to bring their friends on as well. Think about their programming skills in giving them tasks that specifically test their programming skills. As we’ve seen, hiring people is one of the most important things you do. You want to focus on the entire process, preparation, interview and closing. Go for substance and complementary skills. Thanks for joining this lecture.

Jim Rohn Sứ mệnh khởi nghiệp