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In the past few years, I’ve reviewed thousands of resumes, conducted hundreds of interviews, and hired a few dozen great people. I firmly believe hiring right is the most important lever for success when running a team. Some of my learnings 
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2/ Make a list of the specific skillsets you are trying to hire for. Construct questions that will answer whether your candidate may have this skill. Having skillsets in mind will also help you with follow-up questions if the candidate doesn’t answer your original Q directly
3/ Example: to see if the candidate can be self-reflective, coachable, humble: “tell me about a piece of impactful feedback you’ve received in the last 3 months”
4/ Ask the same questions to every candidate. I make a ‘template’ for roles I’m interviewing for, and run through the same intros and the same questions in the same way. Makes me more fair and also helps me calibrate answers. (Generally takes me 3-4 to calibrate)
5/ I find work-product prompts (i.e., do a little work and bring back to present in an interview) to be unparalleled in their usefulness. Yes, it takes time and is a burden for candidates - but you’re about to make a decision to spend months or years working together...
6/ …Too many times, candidates’ *representation* of their abilities <> their actual ability. Much easier to discern good business sense when they walk you through projected unit economics (and answer q& #39;s robustly) vs. if they tell you they managed markets at their latest startup
7/ Things I always test for, regardless of role: logic, humbleness, ability to be coached. I find these to be the most difficult things to teach.
Thoughts?
Thoughts?
