Wasserman states that “evaluating a hire’s fit with the start-up can be much harder than evaluating his or her skills.” We also must assume that we have put forth the correct attention and strategic thought that would allow us to derive what skills we are looking for in our start-up. As many of us struggle with making sure we are aware of what skills are needed, evaluating and concluding a good assessment of the recruit’s skill is equally important. A miscalculation in either could result in a costly hiring mistake that could cost the start-up value beyond profitability.
Also, we must be aware of the ever-changing needs of our start-up. Certainly, as mine only involves beginning with 4 associates on staff, I cannot afford a mistake. “As the team grows beyond the founders its dynamics change dramatically” (Wasserman). So, planning our hires for today and tomorrow are very important. I can imagine that for casting the talent needs of our companies can somewhat be an optimistic approach as we all see success. However, identifying a possible roadblock in the future and keeping that in mind when hiring could also bring some success.
I do conclude that Wasserman is somewhat as a pessimist with Herrenkohl bringing in optimistic solutions to his “dilemmas”. I can see why Dr. Llam felt that we should read them together as in reading Wasserman alone we may just give up. I just felt like this needed to be said.
As Herrenkohl states, “C-players don’t typically become A-Players, so you have to build a system to finding A-Players.” As we have learned previously finding an A-Player goes beyond placing an ad in the local newspaper and must involve our social capital and a recruiting strategy that is ongoing even we do not have a need. As Herrenkohl goes on to state how A-Players have the ability to make big contributions and have more opportunities with other companies. I contend that A-Players also do not want to work with C-Players. So how do we help the C-Players find a new home after they have settled In and pose a larger opportunity to disrupt the A-Players? Wasserman proposes that linking rewards and roles together can help solve this problem. I have always believed that C/D Players always know they are not doing a great job and many times they will admit it if you just ask them how well they see themselves doing. I do believe that by adding the reward piece it will help them out the door as it exposes them more to their peers.
Creating the environment for A-Players to thrive can certainly be a hit or miss effort for a leader. Many times, it is a tailored fit for one associate that would not fit with another. I do like the idea of using personality assessments in the hiring process to help identify those that will not only fit but will serve a need for the start-up. In conclusion, all we can do is work on our personal leadership ability and strategic acumen to help us identify and create the correct environment for attracting the type of A-players that we need.