Hiring Talent Quotes

In most cases being a good boss means hiring talented people and then getting out of their way.

In most cases being a good boss means hiring talented people and then getting out of their way. [...] Contrary to what I believed as a little girl, being the boss almost never involves marching around, waving your arms, and chanting, "I am the boss! I am the boss!

If you are trying to decide among a few people to fill a position hire the best writer. it doesn't matter if the person is marketer, salesperson, designer, programmer, or whatever, their writing skills will pay off. That's because being a good writer is about more than writing clear writing. Clear writing is a sign of clear thinking. great writers know how to communicate. they make things easy to understand. they can put themselves in someone else's shoes. they know what to omit. And those are qualities you want in any candidate. Writing is making a comeback all over our society... Writing is today's currency for good ideas.

A pretty girl with butterfly clips in her dreadlocks put her hand on his arm. “You were amazing,” she told him, her voice fluting. “You have the reflexes of a striking snake. You should be a stuntman. Really, with your cheekbones, you should be an actor. A lot of people are looking for someone as pretty as you who’d do his own stunts.” Alec threw Magnus a terrified and beseeching look. Magnus took pity on him, putting a hand on the small of Alec’s back and leaning against him. His attitude and the glance he shot at the girl clearly communicated my date. “No offence,” said the girl, rapidly removing her hand so she could dig in her bag. “Let me give you my card. I work in a talent agency. You could be a star.” “He’s foreign,” Magnus told the girl. “He doesn’t have a social security number. You can’t hire him.” The girl regarded Alec’s bowed head wistfully. “That’s a shame. He could be huge. Those eyes!” “I realize he’s a knockout,” Magnus said. “But I am afraid I have to whisk him away. He is wanted by Interpol.” Alec shot him a strange look. “Interpol?” Magnus shrugged. “Knockout?” Alec said. Magnus raised an eyebrow at him. “You had to know I thought so. Why else would I agree to go on a date with you?

He came back up with a brighter smile. "And I'm proven right, again! You guys should hire me for this talent I have. Mom, I bet you have a better sex life with that Garrett dude than you did with dad." "Logan!" He turned towards James. "And dad, I bet your sex life is pretty good with Analise. She strikes me as the slutty type." "Logan!" He grinned broadly. "And David…I don't know you that well, but you strike me as conservative. You're only going to be with a conservative woman, maybe one that looks exotic though. I can tell you have control issues. You don't like anyone who is wilder than you, probably why you had problems with your ex, huh? As for the current one, she's hot under the covers, but I don't know if you want her to be." He shook his head in sympathy. "You might want to take care of that.

If you have an employee with a great attitude but no training or skills versus one with a poor attitude with some education or training. Take the employee with the great attitude for they can be trained. Poor attitude is like a tumor. It can spread. Attitude is harder to change than someone's skills level. - Strong by Kailin Gow on Hiring Good People and Casting Good People

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else.

When you come across real talent, it is sometimes worth allowing them to create the structure in which they choose to labor. In nine cases out of ten, by inviting them to take responsibility and control for a new venture, you will motivate them to do great things.

A good attitude is worth as much or more than any skill or talent. In hiring, people with good attitudes should be prioritized.

In most cases being a good boss means hiring talented people and then getting out of their way. In other cases, to get the best work out of people you may have to pretend you are not their boss and let them treat someone else like the boss, and then that person whispers to you behind a fake wall and you tell them what to tell the first person. Contrary to what I believed as a little girl, being the boss almost never involves marching around, waving your arms, and chanting, “I am the boss! I am the boss!

Great teams are not created with incentives, procedures, and perks. They are created by hiring talented people who are adults and want nothing more than to tackle a challenge, and then communicating to them, clearly and continuously, about what the challenge is.

Don't hire someone who has a bad attitude. One persons bad attitude can wreak psychological havoc on a team of employees.

Don't hire someone whose values don't align with the companies values. They'll cost more than they're worth.

Hire people who are smarter than you are—whose talents surpass yours—and give them opportunities for growth. It's the smart thing to do and it is a sign of high personal humility.

Passion is so key in leading and creating excellence that I will hire passion over education and talent every time.

Sometimes, to ensure that a talented individual will work for you, or will stay working with you, you need to be flexible. Money is not always the great motivator here. Talented people want a good salary, of course, but surprisingly often they are more attracted to new opportunities and challenges.

Resume's are incapable of holistically communicating a candidates value.

One of the causes of unhappiness among intellectuals in the present day is that so many of them, especially those whose skill is literary, find no opportunity for the independent exercise of their talents, but have to hire themselves out to rich corporations directed by Philistines, who insist upon their producing what they themselves regard as pernicious nonsense. If you were to inquire among journalists in either England or America whether they believed in the policy of the newspaper for which they worked, you would find, I believe, that only a small minority do so; the rest, for the sake of a livelihood, prostitute their skill to purposes which they believe to be harmful. Such work cannot bring any real satisfaction, and in the course of reconciling himself to the doing of it, a man has to make himself so cynical that he can no longer derive whole-hearted satisfaction from anything whatever. I cannot condemn men who undertake work of this sort, since starvation is too serious an alternative, but I think that where it is possible to do work that is satisfactory to man’s constructive impulses without entirely starving, he will be well advised from the point of view of his own happiness if he chooses it in preference to work much more highly paid but not seeming to him worth doing on its own account. Without self-respect genuine happiness is scarcely possible. And the man who is ashamed of his work can hardly achieve self-respect.

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12. This is why businesses should invest in early education.

being a good boss means hiring talented people and then getting out of their way.

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12.

Passion is so key in leading and creating excellence that I will hire passion over education or talent every time. I prefer to have both, but given a choice I will take passion. La Rochefoucauld once said, “The most untutored person with passion is more persuasive than the most eloquent without.

As a young cartoonist, Walt Disney faced many rejections from newspaper editors who said he had no talent. One day a minister at a church hired him to draw some cartoons. Disney was working out of a small rodent-infested shed near the church. Seeing a small mouse inspired him to draw a new cartoon. That was the start of Mickey Mouse.

Human resource managers should practice mindfulness and self-reflection, acknowledging their limitations and biases. It should not be the case that all or most human resource managers think the same way, look the same way, and decide the same way - because the inevitable result of that monotony is an even more disturbing monotony of opportunity.

Unscripted, unedited, and wholly authentic people are almost universally admired, especially if they have flaws, are not afraid to make live, red-blooded mistakes, and rather than trying are busy simply being. Which is something you should consider hiring a tattoo artist to script across the palm of your hand: Be, Don’t Try. “Oh my God, I can’t do that. I would totally mess up.” You better pray to the corn god that you do. Messing up is how you tell other people, “It’s okay to like me, because I’m just like you.” Everybody feels a bit like a dented can inside. Even the slickest, most polished person you can think of is more aware of their shortcomings and flaws than their talents and gifts.

It doesn't make sense to hire good people and tell them what to do; we hire good people so they can tell us what to do.

Too many managers over-emphasize the short-term needs of the job minimizing the organizational need to continually raise the overall talent level of the company.

We can never fall short when it comes to recruiting, hiring, maintaining and growing our workforce. It is the employees who make our organization’s success a reality.

Despite all the heartaches, tears and misunderstandings, you can still attract and retain top talent.

Hiring a talented teacher or coach is the closest the rich can get to buying their children talent.

Assess people based on their capacity for growth, development, or future success, not their past failures.

You hire the best people you can possibly find. Then it's up to you to create an environment where great people decide to stay and invest their time.

Taking for granted the growth of his empire, he hired talented people as found, not as needed.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

In science, there is something called a “jackpot effect,” where a male scientist hires women in his lab early in the development of a certain field, and these women hire other talented women, and, as a result, the field ends up with an unusually high number of women. Something like this was at work in cryptanalysis. A few key women proved themselves gifted, early on; a few key men were willing to hire and encourage

No partnership, for that matter, would have hired me, or anyone remotely like me. Was there ever any correlation between an ability to get into, and out of, Princeton, and a talent for taking financial risk?   At

We’ve all met people with great talent but little energy. Sadly, they never live up to their expectations. Others of average talent, but with extraordinary energy, often achieve success beyond all expectations. That’s why self-motivation is so important.

Since Madam Conk makes impermissible use of such things as the happenings at Azuma Bridge; since she hires underlings to spy and eavesdrop on us; since she triumphantly retails to all and sundry the products of her espionage; since by the employment of rickshaw-folk, mere grooms, plain rogues, student riff-raff, crone daily-help, midwives, witches, masseurs, and other trouble-makers she seeks to trouble a man of talent; for all these reasons even a cat must do what can be done to prevent her getting away with it.

I learned that Bill himself has long appreciated the importance of competencies other than talent. Back in the days when he had a more direct role in hiring software programmers at Microsoft, for instance, he said he’d give applicants a programming task he knew would require hours and hours of tedious troubleshooting. This wasn’t an IQ test, or a test of programming skills. Rather, it was a test of a person’s ability to muscle through, press on, get to the finish line. Bill only hired programmers who finished what they began.

Newsweek never hired women as writers and only one or two female staffers were promoted to that rank no matter how talented they were...Any aspiring journalist who was interviewed for a job was told, "If you want to be a writer, go somewhere else--women don't write at Newsweek.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

While delivering consistently good customer service requires work and alignment across your entire organization, a good place to start is your support team. It's important to hire people who genuinely want to help your customers succeed — and to pay rates that are attractive to skilled professionals.

We will ultimately live in a perpetual data-driven talent edition. Everything you create will be measured and tracked by others through comments, share, and likes. Your work will come up on the radar of potential employers and clients, and the data will tell them if you are worth talking to or hiring.

Companies that live in such a zero-sum world don’t “earn market share” from a competitor, they “conquer the market.” They don’t just serve their customers, they “capture” them. They “target” customers, employ a sales “force,” hire “headhunters” to find new talent, pick their “battles,” and make a “killing.

Defining a job candidate who is a "cultural fit" is about the person being open minded, looks for the positive in others and knowing that life is too short to focus on differences. When interviewing someone, I ask them to describe something they are proud of and why. The best answers are a challenge they overcame using a unique approach.

We didn’t assemble a mafia by sorting through résumés and simply hiring the most talented people. I had seen the mixed results of that approach firsthand when I worked at a New York law firm. The lawyers I worked with ran a valuable business, and they were impressive individuals one by one. But the relationships between them were oddly thin.

Bezos dismissed those objections and insisted that to succeed in books as Apple had in music, Amazon needed to control the entire customer experience, combining sleek hardware with an easy-to-use digital bookstore. “We are going to hire our way to having the talent,” he told his executives in that meeting. “I absolutely know it’s very hard. We’ll learn how to do it.

The cabby left, muttering under his nose. "What's he muttering about?" Mr. Goliadkin thought through his tears. "I hired him for the evening, I'm sort of...within my rights nows...so there! I hired him for the evening, and that's the end of the matter. Even if he just stands there, it's all the same. It's as I will. I'm free to go, and free not to go. And that I'm now standing behind the woodpile--that, too, is quite all right...and don't you dare say anything; I say, the gentleman wants to stand behind the woodpile, so he stands behind the woodpile...and it's no taint to anybody's honor--so there! So there, lady mine, if you'd like to know. Thus and so, I say, but in our age, lady mine, nobody lives in a hut. So there! In our industrial age, lady mine, you can't get anywhere without good behavior, of which you yourself serve as a pernicious example...You say one must serve as a chief clerk and live in a hut on the seashore. First of all, lady mine, there are no chief clerks on the seashore, and second, you and I can't possible get to be a chief clerk. For, to take an example, suppose I apply, I show up--thus and so, as a chief clerk, say, sort of...and protect me from my enemy...and they'll tell you, my lady, say, sort of...there are lots of chief clerks, and here you're not at some émigrée Falbala's, where you learned good behavior, of which you yourself serve as a pernicious example. Good behavior, my lady, means sitting at home, respecting your father, and not thinking of any little suitors before it's time. Little suitors, my lady, will be found in due time! So there! Of course, one must indisputably have certain talents, to wit: playing the piano on occasion, speaking French, some history, geography, catechism, and arithmetic--so there!--but not more. Also cooking; cooking should unfailingly be part of every well-behaved girl's knowledge!

Hollywood was all about. Hollywood was merely a specialized bank—a consortium of large financial entities that hired talent, almost always for a flat rate, ordered that talent to create a product, and then marketed that product to death, all over the world, in every conceivable medium. The goal was to find products that would keep on making money forever, long after the talent had been paid off and sent packing.

The #1 demotivator for talented people is having to put up with bozos, as Steve Jobs would call them. Nothing is more frustrating for A Players than having to work with B and C Players who slow them down and suck their energy. In that sense, “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only ‘A’ players to work alongside them. Excellent colleagues trump everything else,

Argument 4: Affirmative action is unfair to white men because it causes them to lose opportunities to less qualified women and people of color. As with argument 3, remember that these are representational goals, of which we are falling far short. When you say that a representational number of women or people of color cuts out more deserving white men, you are saying that women and people of color deserve to be less represented in our schools and our companies and that white men are deserving of an over-representational majority of these spots. We see the disparities in jobs and education among race and gender lines. Either you believe these disparities exist because you believe that people of color and women are less intelligent, less hard working, and less talented than white men, or you believe that there are systemic issues keeping women and people of color from being hired into jobs, prompted, paid a fair wage, and accepted into college.

If you are leading a turnaround and need to assemble a team quickly, it can make sense to hire capable people you know and trust. But in less-urgent situations, the reflex to bring in people you know can easily be interpreted to mean you’re dissatisfied with the level of talent in your new organization. If you need to replace people on your team, the first place to look is one level below. The second best option is to hire people from the outside—just not from your old organization(s).

The technology has proven so valuable that SpaceX’s competitors have started to copy it and have tried to poach some of the company’s experts in the field. Blue Origin, Jeff Bezos’s secretive rocket company, has been particularly aggressive, hiring away Ray Miryekta, one of the world’s foremost friction stir welding experts and igniting a major rift with Musk. “Blue Origin does these surgical strikes on specialized talent* offering like double their salaries. I think it’s unnecessary and a bit rude,” Musk said. Within SpaceX, Blue Origin is mockingly referred to as BO and at one point the company created an e-mail filter to detect messages with “blue” and “origin” to block the poaching. The relationship between Musk and Bezos has soured, and they no longer chat about their shared ambition of getting to Mars. “I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

I could have hired someone else. Someone less flawed, perhaps, or at least better at hiding it. But none of them would have had the talent you have with flowers, Victoria. It's truly a gift. When you work with flowers, everything about you changes. The set of your jaw loosens. Your eyes glaze with focus. Your fingers manipulate the flowers with a gentle respect that makes it impossible to believe you are capable of violence. I'll never forget the first day I saw it. Watching you arranging sunflowers at the back table, I felt like I was looking at a completely different girl." I knew the girl of whom she was speaking. It was the same one I'd glimpsed in the dressing room mirror with Elizabeth, after nearly a year in her home. Perhaps that girl had survived somewhere within me after all, preserved like a dried flower, fragile and sweet.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

The first thing to understand is that just because somebody interviewed well and reference-checked great, that does not mean she will perform superbly in your company. There are two kinds of cultures in this world: cultures where what you do matters and cultures where all that matters is who you are. You can be the former or you can suck. You must hold your people to a high standard, but what is that standard? I discussed this in the section “Old People.” In addition, keep the following in mind:   You did not know everything when you hired her. While it feels awkward, it is perfectly reasonable to change and raise your standards as you learn more about what’s needed and what’s competitive in your industry.   You must get leverage. Early on, it’s natural to spend a great deal of time integrating and orienting an executive. However, if you find yourself as busy as you were with that function before you hired or promoted the executive, then she is below standard.   As CEO, you can do very little employee development. One of the most depressing lessons of my career when I became CEO was that I could not develop the people who reported to me. The demands of the job made it such that the people who reported to me had to be 99 percent ready to perform. Unlike when I ran a function or was a general manager, there was no time to develop raw talent. That can and must be done elsewhere in the company, but not at the executive level. If someone needs lots of training, she is below standard.

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

The right culture also unlocks internal talent, because you don’t add innovation to a company—you get out of its way. An executive once told me “We can’t copy Netflix because we don’t have the people.” My response was “Where do you think they used to work? We hired them from you and got out of their way…

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

It's not enough to hire to fill a job. It's not even enough to hire on the basis of one's talents. You have to hire based upon a candidate's potential to grow and develop.

Jeśli ukryjesz swój talent, nigdy nie rozkwitnie

Pass on hiring people you don’t need, even if you think that person’s a great catch. You’ll be doing your company more harm than good if you bring in talented people who have nothing important to do.

So we’re left with two paths to assembling phenomenal talent. You can find a way to hire the very best, or you can hire average performers and try to turn them into the best. Put bluntly, which of the following situations would you rather be in? We hire 90th percentile performers, who start doing great work right away. We hire average performers, and through our training programs hope eventually to turn them into 90th percentile performers. Doesn’t seem like a hard choice when it’s put that way, especially once you realize there’s probably enough money in your budget to get these exceptional people—it’s just being spent in the wrong places. Companies continue to invest substantially more in training than in hiring, according to the Corporate Executive Board.74 Per employee Training spend: $606.36 Hiring spend: $456.44 % of total HR expense Training spend: 18.3% Hiring spend: 13.6% % of revenue Training spend: 0.18% Hiring spend: 0.15% Companies spent more on training current employees than on hiring new employees. Data from 2012.

Needing a second opinion This one. I think this is the one women in the workplace are scared of. I know I am. Broad City is a very collaborative environment, and I trust everyone we’ve hired to work with us, so I naturally ask people’s opinions. But when you get a new job, a new assignment, or a promotion, the fear of not being good enough, of not knowing everything can seep in. In the last season of Broad City (4), I directed two episodes. This was a new experience for me, and one I took very seriously. But I found, during the process, that a big insecurity for me is the fear that if I need a second opinion, that means I don’t know what I’m doing. This is false, I do know what I’m doing, but it’s that vulnerability, that want for another set of eyes on my decision that can make me shaky. I ultimately made all the decisions I needed to—after using my resources aka asking questions—but in order to do that, I had to continually let go of this unease that someone from a dark, back corner would pop out, pointing directly at me, yelling about how I’m a fraud for asking for help while in charge. That I’d be plucked up by a huge claw and dropped outside on the sidewalk, banished from taking on this new role. This fear is mindless. Understandable, but stupid. Crews are a team. Any business is a team, and the whole point of having people do different jobs and be experts in their specific department is for them to help in any way they know how. The director isn’t there to bark out orders. They are the conductor bringing everyone’s talents together to execute their own artistic vision. Asking and bouncing ideas off people, and even changing your mind, is allowed. It’s so hard to ever show any sort of weakness, especially when you’re a woman at the top of the project, in a business you never thought you’d actually be able to break into. But going through all the possibilities and asking for help is not weak, it’s smart. I’m going to go ahead and dog-ear this paragraph so even I can come back and remind myself.

I’d learned the hard way that when hiring executives, one should follow Colin Powell’s instructions and hire for strength rather than lack of weakness. By running sales, I understood very clearly the strengths we needed. I made a careful list and set out to find the sales executives with the right skills and talents for Opsware.

Scouting is like shaving. If you don't do it everyday, it shows

Threadless is a T-shirt company founded by people with expertise in information technology services, web design, and consulting. Their business model involves holding weekly design contests open to outside participants, printing only T-shirts with the most popular designs, and selling them to their large and growing customer base. Threadless doesn’t need to hire artistic talent, since skilled designers compete for prizes and prestige. It doesn’t need to do marketing, since eager designers contact their friends to solicit votes and sales. It doesn’t need to forecast sales, since voting customers have already announced what numbers they will buy. By outsourcing production, Threadless can also minimize its handling and inventory costs. Thanks to this almost frictionless model, Threadless can scale rapidly and easily, with minimal structural restrictions.

Hire the most amazing construction and renovation services by talented North Shore Homes builders at the best price. Here at North Shore Homes you will find the most amazing talent in our builders Sydney team. Offering services like the kitchen renovation, bathroom renovation, granny flat building, swimming pool construction, and much more with their best efficiency.

When leaders create a work environment which biologically gets the best out of people, impressive results can be generated. This is not a matter of hiring dream teams or the best talent. It's more a matter of mixing biology and anthropology.

Hollywood was merely a specialized bank—a consortium of large financial entities that hired talent, almost always for a flat rate, ordered that talent to create a product, and then marketed that product to death, all over the world, in every conceivable medium.

Dating and hiring have a lot in common.

Yet a 2017 Gallup poll found that only 3 in 10 employees strongly agree with the statement that their opinions count at work.6 Gallup calculated that by “moving that ratio to six in 10 employees, organizations could realize a 27 percent reduction in turnover, a 40 percent reduction in safety incidents and a 12 percent increase in productivity.”7 That's why it's not enough for organizations to simply hire talent.

Most of us know what we want by seeing a lot of what we don't want.

Once you get a clear read on the talents of your employees and potential hires, you can avoid faulty expectations for them, being sure to match their talents up with the jobs where they can use them.

In addition to leading to great performance, great management is important because it ensures that the talent you hire stays in place and flourishes rather than walks away.

What is it you do to practice that is analogous to how a pianist practices scales?” You learn what the person is doing to achieve ongoing improvement, and perhaps you can judge its efficacy or even learn something from it. You also learn how the person thinks about continual self-improvement, above and beyond their particular habits. If a person doesn’t practice much, they still might be a good hire, but then you are much more in the world of “what you see is what you get,” which is valuable information on its own. If the person does engage in daily, intensive self-improvement, perhaps eschewing more typical and more social pursuits, there is a greater chance they are the kind of creative obsessive who can make a big difference.

Elon Musk personally interviewed the first three thousand employees at SpaceX because he wanted to make sure the company was hiring the right people.4

Most of us have a bias toward well-spoken and articulate storytellers. But make sure you keep an awareness of this at the front of your mind, for it can cause you to hire glib but unsubstantial people and overlook rare creative talent. Do not overestimate the importance of the person’s articulateness.

Key learnings You can boost your brand and get more people to trust you by doing interviews with top industry leaders. By spending time with them asking questions, you get associated with their image and people will perceive you as an expert as well. Processes are key. If you want to get people from the top of the ladder on your podcast/interviews you need to start small and then keep leveling up. Communities die, families prosper. Your team will be the most important success factor of your company as you grow. The key source of talented people is actually the people you’ve already hired. Your team reflects your company culture. That’s why they need to be 100% involved. Making people’s lives easier is one of the most underrated skills in business. Transparency leads to trust. Don’t beat around the bush, tell it like it is and people will see they can trust you.

What have been our most productive sources for candidates when we need to boost our DE&I efforts for a particular role? How recently have we researched whether similar sources may be out there to the ones that have been most effective?

Perhaps, look for the same career‐frustrated person I had been all these years. It was quite satisfying to turn this into a high‐powered strategy to drive business. I ended up with better, cheaper, more loyal, more motivated talent than we would have with a conventional hiring mentality. It does come with risk, but there is always risk in hiring. I have misfired with great resumes plenty of times.

He was a ravenous reader, leading senior executives in discussion of books like Clayton Christensen’s The Innovator’s Dilemma, and he had an utter aversion to doing anything conventionally. Employees were instructed to model his fourteen leadership principles, such as customer obsession, high bar for talent, and frugality, and they were trained to consider them daily when making decisions about things like new hires, promotions, and even trivial changes to products.

D. C. Stephenson was the ideal missionary. He had magnetism, unbridled energy, and a talent for bundling a set of grievances against immigrants, Jews, Roman Catholics, and Blacks into a simple unified pitch that made sense of a fast-changing America still dazed by the Great War. Not long after Stephenson joined the hooded order in early 1921, he would eclipse the man who hired him. “All

Rich Lesser, the CEO of The Boston Consulting Group, calls this building an “opt-in” culture. “The reality of being an employer is not that you make people feel an obligation to stay,” Lesser told us. “You hire the best people you can possibly find. Then it’s up to you to create an environment where great people decide to stay and invest their time. Since we made this an emphasis, our employee satisfaction scores have been better than ever, and our retention of top talent is substantially higher than a decade ago.

In 2002, with a new understanding of what makes a great place to work, Patty and I made a commitment. Our number one goal, moving forward, would be to do everything we could to retain the post-layoff talent density and all the great things that came with it. We would hire the very best employees and pay at the top of the market. We would coach our managers to have the courage and discipline to get rid of any employees who were displaying undesirable behaviors or weren’t performing at exemplary levels. I became laser-focused on making sure Netflix was staffed, from the receptionist to the top executive team, with the highest-performing, most collaborative employees on the market.

A lot of the trust I have in my team has to do with my hiring process. It can be a little unusual. When I’m looking for a senior person, I don’t write a job description and then look for someone to fit it. I find talented people who fit my organization and then look for ways to use them. Most of the time that system works as expected. When occasionally it doesn’t, it’s abundantly clear. A number of years ago, I hired a brilliant woman who had worked for some of the biggest companies in the world. Six months into her tenure, I fired her. Why? She was political. She’d come up in a culture that used information as currency. She hoarded it while she tried to work angles.

We hadn’t hired any new talent or raised anyone’s salaries, but day-by-day candor was increasing talent density in the office. I saw that openly voicing opinions and feedback, instead of whispering behind one another’s backs, reduced the backstabbing and politics and allowed us to be faster. The more people heard what they could do better, the better everyone got at their jobs, the better we performed as a company.

In order to fortify the talent density in your workforce, for all creative roles hire one exceptional employee instead of ten or more average ones. Hire this amazing person at the top of whatever range they are worth on the market. Adjust their salary at least annually in order to continue to offer them more than competitors would. If you can’t afford to pay your best employees top of market, then let go of some of the less fabulous people in order to do so. That way, the talent will become even denser.

The methods used by most companies to compensate employees are not ideal for a creative, high-talent-density workforce. Divide your workforce into creative and operational employees. Pay the creative workers top of market. This may mean hiring one exceptional individual instead of ten or more adequate people. Don’t pay performance-based bonuses. Put these resources into salary instead. Teach employees to develop their networks and to invest time in getting to know their own—and their teams’—market value on an ongoing basis. This might mean taking calls from recruiters or even going to interviews at other companies. Adjust salaries accordingly.

Jesus has been delivering His goods to His servants age after age. One generation after another has been gathering up the hereditary trust; the talents have increased largely by use, and have descended to us. We are as His hired servants. He has brought us, paid the ransom money in His own blood to secure our willing service. . . . All He asks . . . is just to use the talents entrusted. If you think that God has given you five talents, then be consoled that He does not require of you the improvement of ten. In the name of Jesus of Nazareth, I bid you look up! The rainbow of promise is encircling the throne.—The Upward Look, p. 343.

However, hard work alone may not get the job done if no one on the team has the skill to solve tough problems in marketing, engineering, or other functions. Hiring mostly for skill can give early-stage startups a performance boost. But attracting talented specialists isn’t always easy for an unknown, cash-strapped startup with questionable survival prospects.

As we dismantle the traditional notions of talent, it's imperative to broaden our lens to include the global talent pool—a vast expanse of potential that, when tapped into wisely, can become a cornerstone of our talent revolution.

Now that we've opened our minds to breaking barriers in hiring, it's time to zero in on a pervasive myth that holds sway over most hiring departments: the 'Perfect Fit'. You've seen it—the job postings calling for someone who fits a particular mold, like a square peg for a square hole. The truth? This notion of a perfect fit is a mirage that can cost you dearly in the long run.