I like the @rabois framing on this:
You can either get really good at recruiting the best people, who won’t need to be managed.
Or get really good at managing ok people, who will definitely need to be managed.https://twitter.com/zackkanter/status/1155835000107020288?s=21 …
One crazy thing about building an early stage team is that every hyperbole you’ve ever heard about the importance of recruiting still seems to manage to understate how important it is.
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Exactly right.
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This also applies to picking founders as an investor, investors as a founder, service providers, etc. Almost anytime you're picking someone for a significant professional engagement, the difference between average and amazing is huge.
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Great people are hard to find and sometimes won’t take a risk of moving from a stable place to a startup.
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You just have to sell the dream. I recruited two people on insane salaries for less than a quarter of what they made.
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How many people will you interview before hiring employees 1-10? Assume you haven’t worked with this person before. Also corrolary. Assume you’re a repeat founder - how many of 1-10 come from a prior business of yours?
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Same dynamic for how much work it is to do it well
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and how!
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