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Hiring, Firing and Cofounders The Founder Institute January 10, 2010 Dave Schappell - CEO, TeachStreet
 
What Makes a Startup?
What Makes a Startup? <ul><li>Owner Mentality </li></ul><ul><ul><li>Wear lots of hats (dirty hats) </li></ul></ul><ul><ul>...
Your Culture Must Be Alive!
Your Culture Must Be Alive! <ul><li>Office Design </li></ul><ul><ul><li>Door Desks </li></ul></ul><ul><ul><li>Team Intermi...
Recruit For Your Culture or…
Define & Recruit Your Culture <ul><li>Job Postings should convey culture </li></ul><ul><li>Know what you want & have guts ...
Define & Recruit Your Culture <ul><li>Make multiple/varied Cash/Equity offers </li></ul><ul><ul><li>Base Cash & Equity </l...
Behavioral Interviewing
Behavioral Interviewing <ul><li>People Do What They’ve Done Before </li></ul><ul><li>Tell me about a time that you… </li><...
30 Days to Impact (or, Exit)
30 Days to Impact (or, Exit) <ul><li>Quick Hit / Tactical Impact </li></ul><ul><ul><li>If Developer, commit code in first ...
You Can’t Polish a Turd
You Can’t Polish a Turd <ul><li>You Can’t Effect Change by Osmosis </li></ul><ul><ul><li>Hope is not a Strategy </li></ul>...
Cut Deep, Cut Once, Keep Core
Cut Deep, Cut Once, Keep Core <ul><li>When Decide, act quickly (word will get out) </li></ul><ul><li>Premise: If had to hi...
Cut Deep, Cut Once, Keep Core <ul><li>Take Responsibility (for impacted & remaining EEs) </li></ul><ul><ul><li>How you tre...
Want Other Advice? <ul><li>Hops and Chops </li></ul><ul><ul><li>http://www.twitter.com/HopsAndChops </li></ul></ul><ul><ul...
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Hiring Firing Startup Employees (Founders Institute)

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Covers Hiring and Firing recommendations from TeachStreet founder Dave Schappell

Originally presented at Founders Institute Seattle on Monday, January 10, 2011

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Hiring Firing Startup Employees (Founders Institute)

  1. Hiring, Firing and Cofounders The Founder Institute January 10, 2010 Dave Schappell - CEO, TeachStreet
  2.  
  3. What Makes a Startup?
  4. What Makes a Startup? <ul><li>Owner Mentality </li></ul><ul><ul><li>Wear lots of hats (dirty hats) </li></ul></ul><ul><ul><li>Hard/Smart work (not 100 hours/week) </li></ul></ul><ul><li>Passion </li></ul><ul><li>Involvement / Anti-Silo </li></ul><ul><li>Strategic Plan = Do Stuff </li></ul><ul><ul><li>Doers vs. Planners </li></ul></ul><ul><li>Fast/Frequent Pivoting </li></ul>
  5. Your Culture Must Be Alive!
  6. Your Culture Must Be Alive! <ul><li>Office Design </li></ul><ul><ul><li>Door Desks </li></ul></ul><ul><ul><li>Team Intermixing </li></ul></ul><ul><li>Everyone Involved </li></ul><ul><ul><li>Weekly Inspiration </li></ul></ul><ul><ul><li>Learn Something New Fridays </li></ul></ul><ul><ul><li>Snack buying / Trash </li></ul></ul><ul><li>Policies </li></ul><ul><ul><li>Benefits / Vacation / Sick days / Layoff treatment </li></ul></ul><ul><ul><li>Offsites to recalibrate </li></ul></ul>
  7. Recruit For Your Culture or…
  8. Define & Recruit Your Culture <ul><li>Job Postings should convey culture </li></ul><ul><li>Know what you want & have guts to hire for it </li></ul><ul><ul><li>For TeachStreet  Web DNA, Learners </li></ul></ul><ul><ul><li>For Everyone  Passion/Results-Delivery </li></ul></ul><ul><ul><ul><li>Can-Do-It Mentality (and experience) is critical </li></ul></ul></ul><ul><ul><li>Set Clear Expectations </li></ul></ul><ul><ul><li>Don’t hire non-Stars (expect Greatness) </li></ul></ul><ul><ul><ul><li>Don’t oversell yourself on a new employee </li></ul></ul></ul><ul><ul><li>Bad Hire/Disconnect, Address Quickly </li></ul></ul><ul><ul><li>Tolerate a lot, as long as working hard/passion </li></ul></ul><ul><li>Leverage your Network </li></ul>
  9. Define & Recruit Your Culture <ul><li>Make multiple/varied Cash/Equity offers </li></ul><ul><ul><li>Base Cash & Equity </li></ul></ul><ul><ul><li>½ Cash (for 3 mos.) & 2x Equity </li></ul></ul><ul><ul><li>½ Cash (for 6/mos.) or $0 cash (for __ mos.) & 3x Equity </li></ul></ul><ul><li>Try Before You Buy / Contractors </li></ul><ul><li>Salary / Equity Ranges (see FI Archives) </li></ul><ul><li>Avoid Big Company Lifer Dogs </li></ul><ul><ul><li>e.g. Microsoft, Amazon, Starbucks, Real, … </li></ul></ul><ul><ul><ul><li>Better at PowerPoint & Politics than actually Doing Stuff </li></ul></ul></ul>
  10. Behavioral Interviewing
  11. Behavioral Interviewing <ul><li>People Do What They’ve Done Before </li></ul><ul><li>Tell me about a time that you… </li></ul><ul><ul><li>Solved a Difficult Problem </li></ul></ul><ul><ul><ul><li>How did you know you solved it? </li></ul></ul></ul><ul><ul><ul><ul><li>What metric? How could you have been wrong? </li></ul></ul></ul></ul><ul><ul><li>Innovated to delight customers </li></ul></ul><ul><ul><ul><li>How did you know? What could you have done better? </li></ul></ul></ul><ul><ul><li>Used data to make a decision </li></ul></ul><ul><ul><li>Went above & beyond the call of duty… </li></ul></ul><ul><li>With References, look for GREAT </li></ul><ul><ul><li>Probe on ANYTHING where not raving about candidate </li></ul></ul>
  12. 30 Days to Impact (or, Exit)
  13. 30 Days to Impact (or, Exit) <ul><li>Quick Hit / Tactical Impact </li></ul><ul><ul><li>If Developer, commit code in first hours/days/week max </li></ul></ul><ul><ul><li>If Marketing, blog/customer-interaction/CS </li></ul></ul><ul><ul><li>All, involve immediately in Product Discussions </li></ul></ul><ul><li>If not working in 30-90 days, act quickly </li></ul><ul><li>Keep People Fresh – change roles </li></ul>
  14. You Can’t Polish a Turd
  15. You Can’t Polish a Turd <ul><li>You Can’t Effect Change by Osmosis </li></ul><ul><ul><li>Hope is not a Strategy </li></ul></ul><ul><ul><li>If you want something, tell them (either get it, or end it) </li></ul></ul><ul><li>Communicate Performance Gaps & give chance to fix </li></ul><ul><ul><li>PIP (Performance Improvement Plan) </li></ul></ul><ul><li>Rinse, Lather, Repeat </li></ul>
  16. Cut Deep, Cut Once, Keep Core
  17. Cut Deep, Cut Once, Keep Core <ul><li>When Decide, act quickly (word will get out) </li></ul><ul><li>Premise: If had to hire everyone all over again, who? </li></ul><ul><ul><li>Layoffs, in best interest of remaining team/business </li></ul></ul><ul><ul><li>Should impact entire org (Generals AND Soldiers) </li></ul></ul><ul><li>Plan the day, to the minute </li></ul><ul><ul><li>Write any e-mails, assuming will be posted online </li></ul></ul><ul><ul><li>Team arrival/private meetings/time to pick up items </li></ul></ul><ul><ul><li>Backup docs/change passwords/keys/signed docs </li></ul></ul><ul><ul><li>External Communications / Press (the facts) </li></ul></ul><ul><li>Stay on Point </li></ul><ul><ul><li>Business Decision Made – effective today </li></ul></ul><ul><ul><li>Leave emotions out (don’t share your own problems) </li></ul></ul>
  18. Cut Deep, Cut Once, Keep Core <ul><li>Take Responsibility (for impacted & remaining EEs) </li></ul><ul><ul><li>How you treat departing EEs important to existing EEs </li></ul></ul><ul><ul><li>“ Culture of company more determined by firings vs. hirings” </li></ul></ul><ul><ul><ul><li>Treat Fairly (if you can afford) – departing EEs are now ‘external BD’ </li></ul></ul></ul><ul><ul><ul><li>Help find jobs </li></ul></ul></ul><ul><ul><ul><li>Be ready for references, where appropriate </li></ul></ul></ul><ul><ul><li>Be 100% Available (last one out of office) </li></ul></ul><ul><li>Make All Cuts at once </li></ul><ul><ul><li>Salaries / Bonuses </li></ul></ul><ul><ul><li>Programs / Projects </li></ul></ul><ul><li>Consolidate Office (avoid Ghost Town) </li></ul>
  19. Want Other Advice? <ul><li>Hops and Chops </li></ul><ul><ul><li>http://www.twitter.com/HopsAndChops </li></ul></ul><ul><ul><li>http://www.HopsAndChops.com </li></ul></ul><ul><li>Dave Schappell </li></ul><ul><ul><li>http://www.twitter.com/daveschappell </li></ul></ul><ul><li>This presentation borrowed from many, including: </li></ul><ul><ul><li>http://twitter.com/#!/glennkelman </li></ul></ul><ul><ul><li>http://twitter.com/#!/neilr </li></ul></ul><ul><ul><li>http://twitter.com/#!/fredwilson </li></ul></ul><ul><ul><li>Other Founders Institute Presos  </li></ul></ul>
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    Nov. 18, 2013
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    Nov. 5, 2013
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    Apr. 5, 2011
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    Feb. 23, 2011
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    Jan. 12, 2011
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    Jan. 10, 2011

Covers Hiring and Firing recommendations from TeachStreet founder Dave Schappell Originally presented at Founders Institute Seattle on Monday, January 10, 2011

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