Video Archives - Thriving Founders

How to Screen a Candidate for the Ability to Perform Under Pressure

(UPDATE: Read the bonus advice from recruiter Ron Jennings in the comments below.) Finding a person that will meet or exceed your expectations during the early phases of a startup is mission critical. So much is riding on the success of your early hires.

In addition to the right skill and culture fit, you want to hire people who thrive at a 7-9 stress level, don’t crack when it spikes to 10.

I just finished a session with the Founder/CEO of a company that is hiring two executives. They have a million in seed investment and one shot to make this work.

My suggestions are meant to be a starting point, to get you thinking about the questions you should ask to figure out in advance how a candidate will perform under stress.

BUT WHAT YOU THINK?
~ If you have an additional best practice to add, share it with me in the comments.

~ If you think I’m wrong, challenge me in the comments.

~ If you have a question, ask me in the comments and I will answer you.

~ If you like the video, click the like button so I know that I have contributed to you!

– Who do you know that would find this information valuable? Text them the link to this video.

In service,
Michael

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VET ME:
www.linkedin.com/in/mcosturos

WORK WITH ME:
clients {at} mcosturos.com

FROM THE LEGAL DEPARTMENT: Take Michael’s subjective advice at your own risk. Every situation is different and requires special attention. The advice I share is intended to stimulate your own thinking, not replace it. You are the expert in your situation.

How to Get Your Founder/CEO to Make a Decision

You want to move forward but you can’t until your founder/CEO makes the final decision and you’re tired of waiting…

Here’s a technique that could get them to decide today that does not run the risk of coming off as disrespectful. Below you will find a starting point email template you can use should you decide to follow through on the strategy I offer in this video.

DRAFT EMAIL TO YOUR CEO
(Please consider this as a starting point that you customize to fit your unique situation.)

==============

Hi ____,

I know that you are wanting to have the information you need to decide on the VP of Marketing position. I think you may get the clarity you need if I present the latest pros and cons as I see them. Take a look, if it’s not helpful, you can delete this email. 🙂

(Start with restating the ultimate goal the decision supports.)

Our goal is to realize the full revenue and brand building opportunity that comes with getting the most out of the Vegas trade show.)

(Remind them of the strategies being considered to meet the goal.)

To achieve this we agreed that we need someone operating at a VP of Marketing level because the current team does not have the experience.

(Remind of the decision to be made.)

The options we identified are either to hire somebody now or promote from within.

Here are the pros and cons supporting each option as I understand them.

Option A: Hire new
– Pros list
– Cons list

Option B: Promote from within
– Pros list
– Cons list

(Make your recommendation.)

I recommend we hire new for these reasons…

– List your reasons.

I’ve checked in with the team and here is where they stand.

John: new
Jenny: Promote
Meg: Promote

If you want me to get the reasoning behind each of their positions I can do that for you.

(Now you can prompt a decision.)

Maybe this gives you the clarity you need to make your decision now? If so, what do you want to do?

If not, and there is something I can find out for you that would enable you to decide now?

(Humble yourself and provide an opt-out.)

I’m sure there are many factors you are considering that I am not aware of. I trust your judgment. I hope you find this helpful, if not, feel free to delete it.

– Signed,

your name

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That’s it!

In the video I provide you with critical texture, color, and context, so please listen to it before using this template.

WHAT DO YOU THINK?

~ If you think I’m wrong, challenge me.

~ If I missed something important, ask for it in the YouTube comments and I will answer you.

~ If you have a best practice of your own on the topic, share it with the community in the comments.

~ If you like the video, like it, so I know that I have contributed to you.

In service,
Michael

++++++++++
VET ME:
www.linkedin.com/in/mcosturos

WORK WITH ME:
clients {at} mcosturos.com

DISCLAIMER: Take my subjective advice at your own risk. Every situation is different and requires special attention. The advice I share is intended to stimulate your own thinking, not replace it. You are the expert in your situation.

How Practically Guarantee Your Next Hire Is a Big Win

The cost of a new hire not working out is astronomical. Over the years I have helped prevent or resolve countless new hire breakdowns and I have one master tip that will practically guarantee your next hire works out even better than you had hoped!

After watching this 3:24 minute video you will not forget to apply my key filtering question before making your next hiring decision.

The problem usually starts when the existing team lead is implicitly or explicitly expecting to be promoted into a role you want to hire someone for. So you have a real problem. How do you get the existing team leader to accept and work with this person as their superior even though they’re expecting to have that position?”

Here’s the rule to follow. Only hire somebody who is clearly superior or clearly junior to the current leader of the department they are joining. You know that they are clearly superior if your existing leader is truly excited to learn from them. If they are not then you can bet that they will not respect them as their leader. If they don’t, this leads to the team dysfunctions that typically lead to one of the two leaving within 9 months. The time, money and emotional bandwidth it takes to untangle this mess are astronomical.

So before you make an offer letter, be sure the answer to the question, “Is _______ genuinely inspired by the opportunity to work with _______?” is YES.

I’D LOVE TO KNOW WHAT YOU THINK.

~ If you have an additional best practice to add, share it with me in the comments.

~ If you think I’m wrong, challenge me in the comments.

~ If you have a question, ask me in the comments and I will answer you.

~ If you like the video, click the like button so I know that I have contributed to you!

– Who do you know that would find this information valuable? Text them the link to this video.

In service, Michael

++++++++++

VET ME: www.linkedin.com/in/mcosturos

WORK WITH ME: clients {at} mcosturos.com

FROM THE LEGAL DEPARTMENT: Take Michael’s subjective advice at your own risk. Every situation is different and requires special attention. The advice I share is intended to stimulate your own thinking, not replace it. You are the expert in your situation.

How to Recruit a Startup Rockstar (who doesn’t need the money)

How to Recruit a Startup Rockstar (who doesn't need the money)

How do you get a startup veteran with a rockstar record (and all the money they need to live a life of leisure) to join your startup?

Start by getting them to agree to be an advisor.

Here is a simple method you can use that worked for me.

1. Before talking, identify the leverage you have. Other than money, what does your venture have to offer? (Meaning, purpose, prestige, or experience.)

2. Do your homework and figure out how what you have to offer may be a fit for the candidate.

3. Adjust your pitch story in such a way that it is easy for the candidate to recognize how joining your venture will meet their unmet needs.

4. Get an intro and ask them to lunch to talk about the possibility of becoming an advisor. Getting them to join as an advisor is the first step.

5. Keep the meeting casual, share your story. Key: DON’T TRY TO SELL THEM, let the candidate find their next chapter in your story for the company.

6. Ask them, in a relaxed way, what aspect appeals to them the least? Start with the negative so you end on the positive. Don’t try to change their mind, just hear them out. Be a thought partner.

7. Then ask, what aspect of the opportunity appeals to them most? Talk casually about that. Don’t sell them, meet them where they are at. Be a thought partner.

8. Play close attention to their body language and notice what part of the opportunity most peaks their interest. You can trust body language more than words.

9. End the meeting in a friendly way, ask if they are willing to have a follow-up conversation next week.

10. Write a summary email. An outline of points below:

1. Great conversation.
2. Acknowledge something you learned from them that you value.
3. I enjoyed considering the possibility of you coming on as a formal advisor. In fact, I am now confident that you would be a great fit.
4. I appreciated learning that X, Y and Z aspects of the role seem to be a good fit for you. I also appreciate knowing that X and Y aspects are much less appealing.
5. Thanks for agreeing to meet again. I’d like to take our exploration a step further. I’d like to learn what would need to get from where you are to a clear yes. Who knows, maybe we can make it happen! Take my advice at your own risk. Every situation is different and requires special attention. The advice I share is intended to stimulate your own thinking, not replace it. You are the expert in your situation. I just hope this helps.
-Michael

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Is there an approach that you’ve found that works even better? Ask me a question about what I have shared.

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You got this!

Michael

VET ME: https://www.linkedin.com/in/mcosturos

WORK WITH ME: http://apply.mcosturos.com

DISCLAIMER: Take my subjective advice at your own risk. Every situation is different and requires special attention. The advice I share is intended to stimulate your own thinking, not replace it. You are the expert in your situation.

Why You Should Consider an Acqui-hire BEFORE Your Series A

Consider using your seed funding to execute an aqui-hire that solves your recruiting and speed to market challenge! In this video, Bryan Franklin, the first-time founder/CEO leading Outbound Works will explain why and how he pulled off an acqui-hire just months after his seed round.