This reminds me of the interview process and how it would be helpful if interviewers were more upfront about what they’re actually looking for.
I’ve been in interviews as a candidate and on the other side as part of a committee, and I’ve seen how what they say they want isn’t always what they really want. They’ll claim they’re looking for someone who thinks outside the box and takes initiative, but in reality, they want someone who follows instructions and doesn’t challenge authority.
That's a great point. If we get away from the silly platitudes like saying we're looking for a "data ninja" or a "social media rockstar" and actually take the time to craft an honest and thoughtful job description and candidate success profile I think it would go a long way.
I’ve seen this play out more times than I can count. It's not just about technical skill, but mindset and hunger for the journey. Evan Marwell’s insight resonates because I’ve seen firsthand how team churn is almost inevitable in high-growth businesses. That said, when handled thoughtfully, it’s an opportunity to level up the organization.
Same. It's hard for a lot of people to hear this because they don't want to think about having to let good people go or being let go themselves. But it's often necessary to achieve the next level of growth, both organizationally and personally.
@andrew, Absolutely! One of the most common correlations we see is the inverse relationship between the average tenure of the senior leadership team in its current form and a lack of innovation and agility in the organization. The longer you are "inside" an organization, the less contact you have with "the marketplace." That leads to confirmation bias and an overreliance on past success. I often say, "You are perfectly designed to deliver today's results."
This reminds me of the interview process and how it would be helpful if interviewers were more upfront about what they’re actually looking for.
I’ve been in interviews as a candidate and on the other side as part of a committee, and I’ve seen how what they say they want isn’t always what they really want. They’ll claim they’re looking for someone who thinks outside the box and takes initiative, but in reality, they want someone who follows instructions and doesn’t challenge authority.
That mismatch leads to frustration on both sides.
That's a great point. If we get away from the silly platitudes like saying we're looking for a "data ninja" or a "social media rockstar" and actually take the time to craft an honest and thoughtful job description and candidate success profile I think it would go a long way.
I’ve seen this play out more times than I can count. It's not just about technical skill, but mindset and hunger for the journey. Evan Marwell’s insight resonates because I’ve seen firsthand how team churn is almost inevitable in high-growth businesses. That said, when handled thoughtfully, it’s an opportunity to level up the organization.
Same. It's hard for a lot of people to hear this because they don't want to think about having to let good people go or being let go themselves. But it's often necessary to achieve the next level of growth, both organizationally and personally.
@andrew, Absolutely! One of the most common correlations we see is the inverse relationship between the average tenure of the senior leadership team in its current form and a lack of innovation and agility in the organization. The longer you are "inside" an organization, the less contact you have with "the marketplace." That leads to confirmation bias and an overreliance on past success. I often say, "You are perfectly designed to deliver today's results."
"You are perfectly designed to deliver today's results."
I wish more founders and leaders understood the gravity of that statement.