Nicole Feshbach’s Post

Another observation from our recent hiring process - Startups need to stop being so transactional with their early employees. . . . . "It's so interesting to see how people's recent work trauma comes out in their applications and the questions they ask." - Our lead reviewer shared this the first day applications started coming in. It's true - from questions in the initial response to how people showed up to final interviews - the theme of feeling dehumanized and reduced to only what short-term value they can add to the company was a clear throughline. It's demoralizing - and that demoralization has seeped into how younger generations view work. (which is kind of a problem...) But this approach is explicitly endorsed as conventional wisdom in Founder circles and codified in books like The Alliance by LinkedIn founder Reid Hoffman). The thesis of that book is essentially that companies and employees engage in short-term alliances where work is exchanged for compensation and a strengthened resume. This may have worked great for people in the Bay Area circa 2012 where talent was expected to bounce between companies. But the larger landscape is different now and not so geographically centralized. Our first core value at Canopy is to take a human-centered approach to everything that we do. This is both innovative in a fully-remote SaaS environment and kind of a throwback to a pre-Milton Friedman era when corporate leaders felt obligations to employees as well as shareholders. I happen to believe that if your employees don't love your company then your users probably won't love your product. I don't expect many founders (and definitely not VCs) to do much with these observations. But other startups should know that there is another way. The people pushing you to act this way toward new hires are only interested in your work to the extent that it lines the pockets of their LPs. And they're not even so interested in your particular company - just the overall returns of their portfolio. It's ok to be honest and commit to people. In fact, it probably gives your company better odds at success and stability. ___ Thoughts?

A founder's focus should be on building a product that users love. Not on hiring. Here's why: - Hire slow. - Fire fast. Most founders rush to hire and fire too early. And as a result, they waste precious time and money. Instead, focus on building a product that users love. Then, once you're at that point, start hiring. #Entrepreneur hashtag#Startup hashtag#BusinessGrowth hashtag#DigitalTransformation hashtag#FutureOfWork hashtag#SalesAutomation hashtag#LeadGeneration hashtag#CustomerEngagement hashtag#BusinessGrowth

This is the best news and now 2 years in a row! We love our customers, we love our partners...you make this all worth the journey we are on to unlock the value of #Customer360 #customerdata and #enterprisearchitecture with Salesforce Snowflake Tableau Fivetran

Here's my startup hiring philosophy: Hire people that would be great founders, but are too risk-averse to start their own thing. The key is giving them free reign to own their area of the business. Try to control them, and they leave.

My thoughts on this are so brilliantly put in words by Adam. I am whom he speaks of. while highly-ambitious I no longer define myself by the businesses I create. Rather, I enjoy to be the support behind other #founders who enjoy my entrepreneurial thinking and ideas. I enjoy building their #business. And... to expand on Adam's sentiments... #Hiring these types of individuals who want to bring forth their ideas and efforts must be seen as a good thing: as hiring support, not a threat. Those like myself aren't out to steal business ideas or founders' clients. Our desire to grow businesses doesn't mean we want to outgrow yours and become a competitor. We also don't desire to build business and reap the reward which are for, and only for, the founder we support. Founders need to take on Adam's philosophy and embrace those like myself. #hire #founderjourney #hiringtalent #hiringpost #hireme

Throughout my career I’ve been in leadership roles in both Fortune 500 companies and young startups. Yes, the cultures and leadership challenges for each are starkly different, but there are also some striking similarities between the entrepreneurial skills needed to lead a startup and those needed to lead enterprise-level digital transformation. Here are five of those similarities: 1. Your idea must be at least mostly right. You can’t go into a transformation effort or a startup with a half-baked concept of where you’re going. 2. You need the knowledge to execute. Merely having a good idea isn’t sufficient. Whether you’re laying out an IT vision or entering a new market, be ready to go if you’re given the green light. And be honest with all stakeholders, whether it’s your investors or your board of directors. 3. You need to establish and leverage deep credibility. Whether you’re competing for scarce capital funds for a new line of business or convincing a board to approve a multi-year IT transformation, stakeholders must believe that you and your ideas are a smart risk. In many ways, they are funding YOU. 4. You need to be in constant sales mode. In both an IT transformation and a startup, you will be highly engaged in convincing a lot of entrenched stakeholders who are skeptical that your non-traditional approach will succeed. In both scenarios, you must be excellent at anticipating all questions. 5. You must lead and execute without fear. You’re at an inflection point, and your career will be significantly changed in some way. You’ve worked hard to get this far, and you’re taking a risk because you believe it’s right. Be unafraid and unwavering in delivering on your vision, and be at peace with the ultimate outcome, with no regrets. The opportunity to either lead a start-up or an enterprise-scale transformation is a privilege. If we’re fortunate, we strike career gold and find the opportunity to do both in a single company – lead enterprise transformation within a $1B company that also possesses the agility of a start-up. I’ve found that at ITS Logistics, and I hope readers find this same good fortune. Regardless of your career path, I think you’ll find these five insights helpful keys to your success. Good luck. And if you’re looking to join an exciting technology team committed to growth and innovation, we’re hiring! See our open positions: https://hubs.li/Q022rnrF0

Here's a dilemma I face when hiring: 𝘚𝘩𝘰𝘶𝘭𝘥 𝘺𝘰𝘶 𝘱𝘳𝘪𝘰𝘳𝘪𝘵𝘪𝘻𝘦 𝘩𝘶𝘯𝘨𝘦𝘳 𝘰𝘳 𝘦𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘦? From my experience building teams at multiple startups, I've come to value hunger and smartness more than experience. True, experience is invaluable for immediate, high-stakes roles where there is little margin for error. But the drive and agility of less seasoned but VERY motivated hires often beat experience. Tbh I even believe hiring previous GAFA-executives early on might actually be your death as they don’t know how to get their hands dirty. And that’s the people you need early on! The balancing act? Hire for ‘been there done that’ and ‘I want 1000x more’. Look for those who are not just ready but eager to learn and grow. I’m not saying experience doesn’t count but Pre-PMF, the right mindset - hungry, agile, and smart - often proves to be even more valuable. What’s your take on this? 👇

These posts are just insane. As a candidate, how do you apply? - Just supposed to what, like, reshare? How do they pick the most qualified candidate based on a hand raise? - No ATS to vett people - No order to the madness - FIFO is out the window - Based on what, pure luck that the OP finds your tagline interesting or maybe that you comment in the time window they are looking at? This is a small example, less than 100 comments. Most just tags and cfbr. But, something where the OP gets 1k or 10k comments. Just 🤯

I've had the pleasure in working in multiple start-ups and scale-ups. This is a very true statement. I would also add that when it comes time to push into a liquidity event and you need focus on compliance, process and structure, don't saddle these same people with these tasks. Let them continue to fly and underpin them with SME's to drive a strong outcome. #startup #scaleup

🚀 The Art of Hiring the Right Candidate for Your Startup 🌟 When it comes to building a successful startup, hiring the right talent is crucial. 💡 As a founder, you'll come across a diverse pool of candidates, each with their unique mindset and goals. It's essential to identify those who align with your company's vision and culture. 🎯 During the interview process, pay attention to the candidate's attitude and behavior. 🧐 Some are driven by an insatiable hunger for knowledge and career growth 📈, while others prioritize monetary gains 💰. Look for individuals who demonstrate humility, a positive attitude, and a willingness to learn. 😊 Interestingly, you may encounter candidates who are open to accepting a lower compensation package than their current one. 😮 While it's not about exploiting their willingness, it's a sign of their commitment to personal growth and belief in your organization's potential. These individuals are often the ones who will take on leadership roles and contribute significantly to your startup's success. 🚀 When you identify such talented and dedicated candidates, don't hesitate to reward their hard work and loyalty. 🏆 As your startup grows, ensure that their compensation aligns with their contributions and the value they bring to the table. 💸 Remember, building a strong team is not just about filling positions; it's about finding individuals who share your vision, possess the right attitude, and are willing to grow with your organization. 🌱 Invest time in the hiring process, trust your instincts, and create a work environment that fosters growth and innovation. 🌈 #Hiring #Startups #Talent #Growth #Leadership