Elena Verna: evaluation

Transcript context

…Wow. That was incredible. So interesting to think about how becoming a leader at company like, say, Amplitude and Miro, it starts a lot of times with being an advisor. Is that something you find is common, that's how you get to be one of those to a role like that? I think the path, it's not a traditional path. Most of the time, you go through leadership recruiting agency or the CEO reaches out to you and ask you to interview. However, I think that's the most broken way to hire for leadership. You're making such a big bet on the company, and your bet on the company is actually a lot riskier than company's bet on you. They can let you go and move on. For you, it makes up your career chunk, large chunk of your career that you're going to be accountable for for a long time. So I think that there is a lot of mismatches that are happening on leadership level. Tenures of leaders are shrinking because we are optimized on both sides during recruiting process to sell rainbows and unicorns and butterflies, that everything is beautiful, and this is match made in heaven, and either side is afraid to talk about problems that exist and understand whether they're going to be the right match to try to solve those problems. So it's not a traditional way to get into a leadership role, but I think if you are optimizing for retention in your leadership role, it's the best way to do, try before you buy, whether you start as an advisor, whether you first take it as an interim, and then after that trial period, then you actually convert to a paid full-time contract. So I advocate for that, but it's definitely not the norm, but I hope to see it one day. I love how you think about your career a little bit like a product-led growth freemium model.…

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