hiring, meetings, etc
What you don’t want to happen is unsustainable stress, or for people to not share failure or tell you when you’re wrong. So you need to actively fight this as the leader by: a) asking for dissent (“does everyone agree this is the right path? Does anyone disagree”? and letting a silence hang until someone speaks) b) reward debate.
Sam Gerstenzang • Operating Well: What I Learned at Stripe
When something isn’t getting done, it’s because the person a) doesn’t have the time b) doesn’t have the skill or c) has some sort of psychological block. The third case is surprisingly common.
Sam Gerstenzang • Operating Well: What I Learned at Stripe
- Can we re-frame this in terms of the customer’s problem?
- What’s the soonest we could get this done?
- What would you need to get this done tomorrow instead of next week?
- What would we need to do to get twice as many customers? Ten times as many customers?
- How does this relate to our goal? Is this the most important thing we can do for our goal?
- What’s mos
Sam Gerstenzang • Operating Well: What I Learned at Stripe
If you don’t learn anything in the interview, that’s bad. If you are bored in the interview, that’s really bad. A good interview should feel like a conversation, not questions and responses.
Sam Altman • How to hire
Talk to the candidates about what they’ve done. Ask them about their most impressive projects and biggest wins. Specifically, ask them about how they spend their time during an average day, and what they got done in the last month. Go deep in a specific area and ask about what the candidate actually did—it’s easy to take credit for a successful pro... See more
Sam Altman • How to hire
• What are your goals for yourself? What steps are you taking to achieve them?
• When are you most energized at work? How can you do more of that?
• On a scale of one to ten, how challenged do you feel? How challenged would you like to feel?
Dan Rockwell • Set Goals That Strengthen Relationships
Some questions that I’ve found to be very effective in one-on-ones: If we could improve in any way, how would we do it? What’s the number-one problem with our organization? Why? What’s not fun about working here? Who is really kicking ass in the company? Whom do you admire? If you were me, what changes would you make? What don’t you like about the
... See moreBen Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
Everything I Wish I Knew About Hiring
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