Kevin Yien: belief

Transcript context

…Could also be luck. Okay, so something I wanted to touch on with this decision log idea, and it's a segue to talking about hiring, is I think interviewing is also really good opportunity to try some like this. I feel like people interview lots of people. They think they know what they're looking for. They think they've made all these decisions. They think they have these amazing interview questions that are going to help them see really good signal, but you never actually go back and see, "Was I right? Should we have hired that person? Did this person work out? Was that question asked them at all inform? Was it at all a leading indicator of anything?" And I feel like this is a really good method for improving your interviewing abilities, is like, "Here's the questions asked. Here's what I decided. Here's what I think," and then a year later look back, "Was that actually right?" Yeah, totally. I think some of the best companies actually do have a practice around this where they have a 6, 12, 18 month check-in on new hires and they then compare their performance against level hired at and then review against the scorecards. It's a pretty laborious process. So startups aren't probably going to do it in the same amount of rigor, but it shows you so much about the holes in your interviewing process. So I definitely plus one of that one. I love that. Oh my god, that puts all this pressure on your score, which is great. So that's actually a segue talking about hiring. There's a couple more tactics that I've seen you be really good at. So one is just hiring in general. You have a lot of interesting approaches to hiring, including this idea of a unsell email where you try to convince someone not to join your company. Talk about that and why you think that's effective and then anything else along the lines of hiring you've learned.…

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