Hiring Advice

sari and

Conflict Avoidance is Dishonesty

Sarah Guo linkedin.com

Mo Shafieeha

Kwan’s Hierarchy of Product Needs: The Four Levels of Product Managers | Heavybit

Heavy Bit heavybit.com

Kassen Qian

Talent as leverage

Dwarkesh Patel dwarkeshpatel.com

Johanna

Determine if they have a chip on their shoulder . Do they have something to prove? Where’s the hole they’re looking to fill? Ideally, you’d get someone with obvious talent/drive that is misunderstood by the world. Those types of people will run through walls to reconcile their internal view of themselves with external perception.

What you’re

Tara Seshan • How to Hire Low Experience, High Potential People

Brandy Cerne

Find out their wins above replacement. Through the stories they tell, look to see if the end result of the thing they did would have been significantly worse without their involvement. Try to separate their actions from those of their team or the circumstance. This quality should both highlight their talents and their sense of agency and

Tara Seshan • How to Hire Low Experience, High Potential People

Brandy Cerne

The Great CEO Within: The Tactical Guide to Company Building

Matt Mochary amazon.com

sari

High EQ + Persuasion. People who have a clear-headed view of a situation, and the soft skills/influence chops to bend the environment to their will, are especially valuable. It’s an underrated skill.
1. What to look for:

Tara Seshan • How to Hire Low Experience, High Potential People

Brandy Cerne

The Guerrilla Guide to Interviewing (version 3.0)

Joel Spolsky joelonsoftware.com

Johanna

Much of Silicon Valley is the reshuffling of uninspired, unremarkable individuals with one Great Brand on their resume, being recycled through tens of other Aspiring Great Brands. Do not outsource your talent evaluation to Brand identification, otherwise your company will suck.

Alexandr Wang twitter.com

sari