Bob Moesta: recommendation

Transcript context

…Yeah, that makes sense. Okay. I want to go in a slightly different direction. We've been talking mostly from the perspective of someone looking for a job or someone wanting to maybe leave their job, find something new, I want to flip it, I want to go in a couple directions. One is hiring, the other is being a founder. So let me start with the hiring side. So say you are hiring and you want to get better at finding awesome people, keeping awesome people. What advice can you share for using this framework to hire and keep awesome people? It's weird, but I'm actually using the book as... If you want to apply for a job with me, we got to go through the process. And so basically they have to come to me and tell me their energy drivers and drains. They have to tell me what they're good at and what they suck at. They have to be able to tell me their past couple jobs of what's going on. And so you start to realize from a hiring perspective, you start to realize the other thing is to realize that the job description is made up and that you should be trying to actually match the job to fit the person as opposed to trying to find the person to fit the job. Because when you find... As you know, you've been in a startup, it's about good people. And when you find good people, it's like, yeah, they fit, but they're just not perfect. And then you let them go. And the reality is what you probably want to do is actually find a way to get that person in and figure out how to actually reshape the job to fit that person. And you start to realize that's really the key to think about it. And what I would tell you is the other thing is to think about writing the job description as a set of experiences that people can have. It's almost like you need to think of the job though. I know that there's a legal part of all this. You got to think about marketing to people who want to do this. And so my whole thing is most people wait for people to raise their hand. They've already left the job. My belief is there's a lot of people who would do a new job if you actually wrote the job description away that says, hey, come here and learn this and do these things and be able to work in a team like this way and help them understand what they're trying to do. I think that that's the two bigger things is fix the job descriptions and build a process that helps you understand people's energy drivers and drains and helping people be more transparent about when somebody says, what do you suck at? It's like, "Oh, I work too much." That's just a first clue to me. You don't know really what you really suck at because everybody sucks at something and you haven't done the homework to do it. And so to me, the people who are recruiting who have read this basically have used it to say, use the forces for example, to say, why are you leaving your job? What's going on? And then ultimately, what are you looking for in the next job? And so they can use the pushes and pulls as a way to start the conversation around the interview process. Right? So there's a lot of different ways where this can be put in, but let's be clear, I wrote this, we wrote this, Michael Horn and Ethan Bernstein and I, we wrote this with the intent of helping employees hire companies. And ultimately we have a lot of companies coming back to us and saying, help us fix the way we recruit, help us fix the way we write job descriptions, help us with the way in which we do performance reviews. imately we have a lot of companies coming back to us and saying, help us fix the way we recruit, help us fix the way we write job descriptions, help us with the way in which we do performance reviews. Ultimately we've got to align the company's progress with their progress because if they don't make progress, they will leave. And so that's the other part of this is to actually start to think about some of the concepts in here and how does it affect the way you actually manage people.…

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