hiring, meetings, etc

To signal a desire for learning, do cool things that require you to learn and do more than the job requires. Employers are, in general, sort of like archeologists: They study artifacts to understand the people who made them. So make artifacts that demonstrate you like to learn things.

Problems should come from success, or being on the brink of success rather than being invented by some intellectual quest.

many people, including this person, carry the attitudes and habits they pick up at their first job around for quite a long time

As a rule, in a corporate environment, never signal that you buy the dream or that you crave an audience, as each of these can be provided at little to no cost for the employer and for little or no lasting benefit to you. Instead, signal that you crave the two things of real, lasting value a quality employer can offer: a learning environment and,... See more

I try to conduct references with an eye to quirky forms of excellence.

Before an interview, I sometimes re-read this great passage from Philip Roth’s American Pastoral :

You might as well have the brain of a tank. You get them wrong before you meet them, while you’re anticipating meeting them; you get them wrong while you’re with them; and then you go home to tell somebody else about the meeting and you get them all

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You should find the candidate confusing at times. If you first see their dysfunction, you should know you have yet to find their genius, and vice versa.

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

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