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14 results for “team selection”
and then, yes, if you define it, you might have a a better chance to maintain it and to take the best out of it and and sustain it through the growth phase. I'd like to, build on that. I might like, I I agree with you to a degree. I think those first
18:00 / 19:04
from transcript18:00 – 19:04
...team in the East. So it is what it is. So I like the strategy, actually. I think it's a great strategy. Also, hiring extremely talented people is something where if you have extraordinary resources, you'll find something for you to do. So I like that
1:16:27 / 1:17:31
from transcript1:16:27 – 1:17:31
...up for success or make anybody happy about it, but you do you do hear that. You do see that happening. And so I think what I try to do in those situations is separate out, like, my opinion from it from the, like, well, what is the insight that makes
39:00 / 40:06
from transcript39:00 – 40:06
...team gets two choices every year, and and you could choose to deal those choices. So that's part of the joke. Yeah. Yeah. But, like, that's, and that's hugely, hugely impactful. And you Well and you're dealing with one other thing. My wife reminds me
2:38:58 / 2:40:03
from transcript2:38:58 – 2:40:03
...team players. A team players, by definition, are exceptions, and you can for the first 50, maybe a 100.
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from transcript11:07 – 12:19
...the team, obviously, that they will hire will definitely not be at the right skill set that you're expecting for.
28:29 / 29:34
from transcript28:29 – 29:34
...team members because they've put so much money into compute into data. There's a bit of a sunk cost effect. I think that, you know, Mark Zuckerberg just came out with the latest five gigawatt AI data center. They're spending hundreds of billions of d
18:18 / 21:56
from transcript18:18 – 21:56
where, you know, it's not that fun just to be there executing a CEO's vision and not have any input. Well, and I think, like, there's there's so many decisions all the way down, and there's so many, like, micro places where you can you can zig where
53:14 / 54:16
from transcript53:14 – 54:16
...team. Let me be specific there. Your sales team, which is hiring that first head of sales. Right? It's gonna be slightly more senior, gonna build the foundation, gonna build the scale, gonna be thinking about building for scale. And then there's hiri
35:53 / 37:02
from transcript35:53 – 37:02
“Your first 40 hires will make or break your entire company culture”
I'd like to, build on that. I might like, I I agree with you to a degree. I think those first 40 people you hire are by far the most important of anything. So I think, like, having a view on what your
18:13 / 18:36
tactical advice18:13 – 18:36
if you've hustled hard enough, you will see run into luck on sourcing because Silicon Valley is abundant with amazing people. But where it can be amazing, which is what Emsi brings to it, is having a goals of where exceptional talent hangs and maximi
46:37 / 47:41
from transcript46:37 – 47:41
...a team or three days in office because we're often talking to passive candidates, so they already have a job. So we're trying to balance. But that working session, I think, pulls out a lot of that. How do we communicate? How do we talk together? And
15:42 / 16:49
from transcript15:42 – 16:49
...the team as well. And what what does that look like from a funnel perspective if you've got 10 candidates coming to your panel of seven interviewers? How many would drop out? So the final challenge is typically fifty fifty. So 50% actually get an off
14:11 / 15:16
from transcript14:11 – 15:16
So in some ways, what you want to find is where are the incredibly qualified people in weakly competitive labor markets? And that is a much easier filter than actually being good at the coating and a much more powerful one. One. You're much better be
25:21 / 26:33
from transcript25:21 – 26:33
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