The smartest people are not always the right people
“Too often, it’s the ego that drives the founder. It takes life experience and humility to step back and reset when things go wrong, to prioritise the things that are important and to focus on team and culture.”
Janey Martino, Chair and Co-founder Smiling Mind, Investor, Advisor.
When it comes to hiring people for your high-growth business, there is a common temptation to hire the smartest people.
The smartest people are not always the right people.
Hiring the best and the brightest people, who are typically at the highest salary levels, is a bad idea for many reasons:
They absorb a lot of the limited salary pool available, that could be allocated far more effectively.
They take on non-essential, non-important work, just because they can do it and they enjoy it.
Eventually, they get frustrated doing lower-level work.
They get bored and restless, and can become disruptive.
Ultimately, they can become difficult to manage.
Instead of looking for the (traditionally) smartest people, consider what capabilities your business actually needs. How does your hiring process align to your business strategy? Consider both technical and behavioural capabilities.
In addition to not just hiring the smartest person, consider what else applies to the role. Hire for the level of the role you need. If it’s not a people leader role, don’t share it as a leadership position. If it’s a role that works independently, don’t request someone who is high energy and collaborative.
There are some situations when hiring outside the specifics of a role can be the right option. For example, if a person is hired specifically to address a short-term-future need, (such as, expertise in a particular ERP platform). Another example is if a person has very clear potential and with some development, would be able to step up into a more senior position to meet a future need.
The current talent shortage is making hiring the right person more difficult. To broaden your options, bring an intentional focus in your search to diversity - of gender, ethnicity, age, neurodiversity, diversity of thinking and behaving. Engaging with a broader pool of talent can bring unexpected rewards.
“Hiring is a network effect. The first 100 people you hire will define the next 200.”
ref: https://review.firstround.com/give-away-your-legos-and-other-commandments-for-scaling-startups
Resist the temptation to react to referrals of people you know are not who and what you need. Don’t be deceived by the ‘shiny toy’.
