- Set the bar high -> never drop the ball because if you want your company to be an A player, you’re gonna need A people
- Building your brand in the startup space increases your chance of attracting high level talent and people -> early-stage company means you need cred to attract high level talent
- Know how to read people or learn from somebody who understands how to read people with good intuition —> figuring out true intentions/incentives
- Values you gotta look for: trust, skillset, culture fit, verification, etc.
- ^ Establish credibility through back channelling —> looking beyond references for past people person x has interacted with
- Disregard what they say about their short term values, look how they act in the long-term and how their relationships with people in the company develop.
- Recruiting is qualitative
- compromise, alignment, open mind, potential, and transparency -> build skills of good recruiter of evaluating the person as a whole ---> context > appearance
- Ask not how you're [applicant] right for me [firm] but how we're right for you -> value proposition goes both ways
- Before you ask questions, know what you’re looking for -> clarity and transparency goes both ways and make it really interesting
- Dont waste time -> if he or u are wasting time, that means you don’t know what you’re looking for or you shouldn’t hire the way you are doing so
- Many levels deep: people want to do what they want to do (most people are not committed or playing their own game), they love what they’re doing over fame and success -> you should be looking for someone that pursues this field for their own true happiness (true passion) — this is sustainable and dependable
- Breadth and depth of knowledge -> how much do you know and how translatable are these skills
- Bias is not a bad thing is Ted's hypothesis—cannot eliminate bias and there will always be bias, just be more aware of your bias and weaknesses and can use a bunch of different techniques, unacceptable biases vs. evaluating bias
- ^ bias should be reframed as weaknesses
- Soft vs Hard Skills: it depends on the role -> a leader or CEO should have more soft skills and rep. company well -> you want the person you hire to go above and beyond the job that they do while doing the simple stuff and the job they do RIGHT
- In a larger firm, narrower technical skills will be more important since there's more people which allows specialization
- At startups, you need broad, resourceful candidates that fit into the culture. Of course, technical skills are important as well.