Hiring & Recruiting: Forget Interviews. Hire Anyone. Mountains of research shows that interviewing job candidates doesn't tell you much about how they'll perform.
Depending on whose research you believe, 45% to 75% of new hires don't deliver what employers originally wanted. Assessing performance through exercises doesn't tell you anything better. This means that tossing a coin has as good a chance of finding you the right person as the more lugubrious process of weeding through résumés and sitting through hours of painful interviews. You could just hire anyone. It would save you time and trouble, and you'd get to learn about the candidate the right way: on the job. One of the big problems with the interview process is that we invest so much time in it that, when the candidate turns out not to be the ideal we expected, we cannot accept that we got it wrong. I recognize that, on some level, this is an outrageous proposition. Having spent years trying to make the first option work, I'm willing to give the second a chance.
Good books to read if you want to create a web startup « Eric Brooke's Blog. These are books that have made a difference to my thinking.
I have read them all. They are not all perfect but sometimes we learn lessons from imperfection as well. Overtime I will keep adding to this list. Getting Real -> Rework Getting real was a good book to getting started, really from the perspective that you have all the skills and people already, it felt practical. Rework was a updated version and it felt more abstract, more about the business then the product. Top Lesson – get on with it and start simple Four Steps to Epiphany -> The Startup Manual This book really helped me do proper market research and how to do it. Top Lesson – don’t pitch but listen to the customer pains The Entrepreneur’s Guide to Customer Development There is also a “cheat sheet” by Brant Cooper & Patrick Vlaskovites, I liked it because it was visually pleasing and gets to the point faster then four-steps and The lean startup.
Do more faster This book was like having lots of friendly practical tips. Clean Code. Train Your Brain to Focus - Paul Hammerness, MD, and Margaret Moore. By Paul Hammerness, MD, and Margaret Moore | 1:32 PM January 18, 2012 Next time you are sitting in a meeting, take a look around.
The odds are high that you will see your colleagues checking screens, texting, and emailing while someone is talking or making a presentation. Many of us are proud of our prowess in multitasking, and wear it like a badge of honor. Multitasking may help us check off more things on our to-do lists. But it also makes us more prone to making mistakes, more likely to miss important information and cues, and less likely to retain information in working memory, which impairs problem solving and creativity. Over the past decade, advances in neuroimaging have been revealing more and more about how the brain works. Here are three ways you can start to improve your focus.
IP and Patents. 6 Habits of True Strategic Thinkers. In the beginning, there was just you and your partners.
You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic. " Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Anticipate Most of the focus at most companies is on what’s directly ahead. Look for game-changing information at the periphery of your industrySearch beyond the current boundaries of your businessBuild wide external networks to help you scan the horizon better. Lies that Losers Tell. ’Cause right now you're just a liara straight mentirosatoday u tell me somethingy manana es otra cosa—Mellow Man Ace, Mentirosa When a company starts to lose its major battles, the truth often becomes the first casualty.
CEOs and employees work tirelessly to develop creative narratives that help them avoid dealing with the obvious facts. Despite their intense creativity, many companies often end up with the exact same false explanations. Some familiar lies “She left, but we were going to fire her, or give her a bad performance review” – High tech companies tend to track employee attrition in three categories: People who quitPeople who got firedPeople who quit, but it’s OK because the company didn’t want them anyway Fascinatingly, as companies begin to struggle, the third category always seems to grow much faster than the first.
“We have a very high churn rate, but as soon as we turn on email marketing to our user base, people will come back” – Yes, of course. BILLIONAIRE: All I Know About Investing In Startups I Learned Playing Poker. The Great Tech War Of 2012.