Hiring Advice

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

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

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Why and how we do work trials at Linear

Zoe Wellner linear.app

andrea

Conflict Avoidance is Dishonesty

Sarah Guo linkedin.com

Mo Shafieeha

The Cole Group

colegroup.com

sari

Decisiveness is Just as Important as Deliberation

Cedric Chin commoncog.com

Mo Shafieeha

Hire Runner

hirerunner.co

Kat Fergerson

Exec Development is a Different Game

Cedric Chin commoncog.com

Mo Shafieeha

The job description Bezos wrote for his very first employee said, “You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible.

Colin Bryar • Working Backwards: Insights, Stories, and Secrets from Inside Amazon

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