Adam Fishman: evaluation

Transcript context

…It's like a TikTok. The whole thing looks like a big circle and there's four wedges in that circle, four equal parts. And I think that answer of what are the components, what should people look for, really, I'll give the PM answer, which is it depends. And what does it depend on? It depends on the state of the team and where the skill gaps are. So the goal of the competency model is not to find a unicorn human being that is an 11 out of 10 on every one of these things, because frankly, that person doesn't exist. I am not an 11 out of 10 on these skills and I have been a growth executive at many companies. I consider myself to be pretty good at the job. The goal is to create a well-rounded team so that you're hiring and balancing skills across your team and that you don't have any gaps in your portfolio. And so when you think about it, there are four main components to the growth competency model. And the four big components or buckets are growth execution, customer knowledge, growth strategy, and then the last one is communication and influence. And each of those has three really specific skills. And so to give an example, let's break down growth execution for example, which is one of the very first ones that you should be good at if you're a growth practitioner. Within this competency grouping, there's three individual competencies that are channel fluency, experimentation, and what I'd call productizing learnings. And so you can evaluate and ask questions to understand how good people are at these different things and what their experience has been with them. So in productizing learnings for example, one of the key things that a growth person has to do is generate hypotheses, learn from those hypotheses and then translate that into changes that they're making in the product. And you want to find somebody who has a track record of at least understanding how to take something they have learned that might be an experiment or something that's very NVP and turn that into something that has hooks into different areas of the product. And so that's a critical skill to evaluate. And one of an example, the overall set of competencies. To throw in a question real quick, is one way to use this model, coming back to your Wyzant example where there's of course misalignment between you and the founder to sit down and look at this circle here and be like, "Here's where I'm strong, here's where maybe we need to hire someone to take over."…

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