My father has run some large businesses in his lifetime and his wisdom is so invaluable to me as a much younger business owner.
I have often reached out to him for guidance on big decisions that I needed to make but I’ve realized that engaging him for medium (or even small) scale ones is just as beneficial.
I’ve never been good with creating a consistent communication channel with my parents (or anyone for that matter) but it’s worth another shot, right?
I recently shared 5 key characteristics that I look for in new hires and I thought I’d share something small on how I go about finding these people and hiring them.
It’s not a science as nothing really is in this vein as it’s much more an art so there’s still much to massage out and learn for oneself.
In any case, here’s how I do it:
It’s true: I want to be everywhere.
But wanting to be everywhere is different than wanting customers everywhere – instead, I’d rather have a much smaller group of high-impact staff and a kickass local presence that expresses itself in a global manner.
In essence, I want to stay as much of a boutique as I possibly can – I just want the world to know about it.
Above is what is considered the “Startup Curve” and the general pace of what a startup might look like in their path to (hopeful) glory.
I’ve experienced this personally with previous projects and startups and the curve is pretty darn accurate it’s scary.
I took my oldest out for a daddy-daughter date yesterday to celebrate her new start as a second grader @ Mary Lin Elementary. I cannot believe that she’s gotten this old this fast. She is a small little woman and that scares the shit out of me (and she asks woman-sized questions now too).
I’ve been doing these dates with her ever since she could generally sit by herself and eat “nicely” without my spoon-feeding her the meal. Our very first date was at the prestigious House ‘o’ Waffles (i.e. Waffle House… classy, I know…) when she was about 2 and a half-years old and for the last 5+ years I’ve been doing this as best as I can as often as I can.
I think a life without problems is a life that’s not worth living; that would be so boring.
Now, of course, day-to-day irritations I could do well to have less of those, but what I’m talking about are the problems that drive us to create, to make, to solve, that drive us forward creatively to build products, organizations, and more.
I think great teams leverage problems all the time. In fact, the last organization that I led had this laid out pretty explicitly as each person on the small startup team played a specific role:
Finding help isn’t tough as there are tons of people who are ready and available to help. It’s finding the right person to execute that help that’s been the exceptionally hard part for me.
An intern is one of those things for me as I’ve never really mastered the art nor the science of bringing one on board. Evaluating one is really tough and it hasn’t helped that I’ve read so many different so-called “tips” and “manuals” on how to attract, retain, coach, lead, teach, and fire interns that it’s all just a puddle of mud in my brain.