About ten years ago I wrote a set of blog posts in reference to a different approach to how startup technology companies, or any other companies for that matter, should consider the acquisition of executive talent. Since I did such a lousy job of raising awareness about what I had written, and since I believe they are still highly relevant, here is the first one, with updates. More to follow.
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I have spent most of the last 30 years helping early, mid and late-stage Internet and SaaS startups as well…
Adding another level of assessment detail to the position spec will give your interview team an improved roadmap for the evaluation process.
This internal “Company” version of the Engagement Spec should identify and outline elements of what we call the Decision Matrix. The Decision Matrix is a tool for dissecting and understanding the complexities and politics of decision-making in your company — in other words, who and what influences decision-making?
In the context of a potential new hire, two key pieces of information will materially impact how you evaluate a candidate’s ability to succeed in the role:
Integration is key to getting immediate value from a new executive hire. The best “onboarding” programs I’ve seen include an effective and efficient education on how things really work at a company: how decisions are made, who is involved, and what motivates those individuals. But if you wait until the executive starts to integrate, you’re too late.
My assertion is that talent integration (preboarding and then onboarding) should be part of the recruiting process, and not a secondary step initiated after the hire. At Accelent, we have implemented this methodology into our executive search process as a way to increase…