Building a Bad Ass Team Mikey Trafton at Business of Software Conference 2013
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Building a Bad Ass Team Mikey Trafton at Business of Software Conference 2013
- 7. bad asses bad asses test your candidates recruiting = sales
- 9. WHAT MAKES A BAD Technical/Functional Excellence ASS?
- 11. TABLE STAKES Understands Invoices s Receivable vs. Accounts Payable Knows how to use QuickBooks
- 12. WHAT REALLY Off the charts trustworthiness and MATTERS ethics Treats the company's money like her own Can be persistent without being pushy
- 17. ATTRA CANDIDATES
- 19. COME FAMO
- 20. COME FAMO
- 23. YOUR CUSTO
- 24. JOB POSTINGS 1. No Generic Job Postings 2. Title is Most Important 3. Niche Job Boards 4. Careers Landing Page
- 26. RECR
- 29. RECRUITER TIPS 1. Recruiters are Lead Gen, Not Sales 2. Donât Pay a Salary Percentage
- 30. ASSES CANDIDATES
- 32. RESU MES ARE
- 33. APPLICATI ON
- 35. ASSES
- 36. Describe the techniques you use for organizing and tracking requirements.
- 37. Provide a critique of [some web siteâs] usability, information architecture, and navigation. What are your recommendations for improvement?
- 38. What do you find challenging or cumbersome about web development? What makes it harder than it should be?
- 39. Below is some unstyled HTML. Create the CSS that will style the HTML to produce the intended result as shown in this screenshot.
- 41. SCREE INTER
- 42. Give me a short review of your career and what you have been working on lately
- 43. What did you like the most about your previous position?
- 44. What kind of job / company are you looking for now?
- 45. What has been your compensation history, and what are your current salary expectations?
- 46. What questions do you have for me?
- 47. INTER
- 48. GOALS of the IN DEPTH INTERVIEW 1. Skills, Attitude, & Super Powers? 2. Make the Candidate Fall in Love
- 50. INTERVI
- 51. THREAT OF
- 53. In five minutes, could you explain something to me that is complicated but you know well, and I probably donât know at all?
- 54. ASSESS
- 57. EXEC INTER
- 58. GOALS of the EXECUTIVE 1. Dig into areas of concern INTERVIEW 2. Sell the candidate on the company
- 59. REFER ENCE
- 60. What advice can you give me about managing her effectively?
- 61. How did she respond to feedback?
- 62. What were the best ways to motivate her? What would demotivate her?
- 63. How would you describe her willingness to put in extra time on projects?
- 64. How did she handle the pressure of a deadline?
- 65. Does she do better with detailed instruction or a higher level objective?
- 66. MAKING THE
- 67. TIPS for the OFFER 1. Get the candidate to precommit 2. Get verbal agreement 3. Block the counter offer
- 68. AFTER the OFFER 1. Gift for spouse 2. First day
Hinweis der Redaktion
- Let me tell you about me. Most of you have never heard of me. I havenât written a book, I donât really blog or do social media, I just run a company.
- You do more for others than you do for yourselfYou love what you do, and youâre really freaking good at itYou give thoughtful consideration before taking actionYou have a high internal barPeople like having you aroundYouâre not scared of a little hard work, and you donât shy away from a challengeYou are results-oriented and take ownership of your workYou do what it takes to meet your commitments; others can depend on youYou deal well with ambiguity in an ever-changing landscapeYou are coachableYou are committed to learning & growing and helping others do the sameYou know how to have fun in a professional environmentYou act with integrity and ethics
- Culture is the personality of your companyItâs just like people. Some people are nice, some are assholes. Itâs the same for companies. SWA is nice, playful, & friendly. United is an asshole.United lost that kid going to summer campSWA has every unaccompanied minor customer complaint goes to the Presidentâs deskColleen Barret (sp?) was Herbâs secretary, eventually became presidentThe VP of customer relations started out throwing bagsPromoting from within is part of their cultureWhen it works, itâs beautiful, joyful â I call it being fat and happyHereâs an example where itâs not working (video of S. Korea drummer)Look at the band â playing a slow rock tune in a restaurant, and the drummer is acting like itâs a stadium with 20,000 people. Look at the bass player â heâs doing his imprssion of the petrified forest. The band is not in sync. The drummer has a personality, but the band does not, because they clearly are not all on the same page.Compare that with psy â just as crazy, but everyone is into itPaul graham just wrote an essay saying that a startup is a company designed for rapid growth. He shows how if you are making $1000 a month and you grow 1% a week, in 4 years, youâll be making $7500 a month. If you grow 5% a week, youâll be making 25 Million a month. Itâs the power of compound interest. Paul goes on to say that you should make every decision based on what maximizes growth, because everything else will fall into place.By that definition, I am not a startup guy. Iâm just a guy that knows how to run a company so that it returns millions of dollars of positive free cash flow each year to its owners while making everyone happier in the process â the owners, the customers, and the employees. I feel like this definition of startup is that we are all building spaceships trying to get to the moon. Some companies have genuine rocket scientists, and they really know what they are doing. Some are just tying balloons to lawn chairs. Most of these rockets never get off the launch pad, but we donât hear about those. We only hear about the ones that make it to the moon.Itâs a lot like being a musician. Itâs a hits business. Most musicians look like this. (photo of orchestra player). This person is far more dedicated to their craft than some rock start. I know â I have
- I really started to focus on thisA few years later, we had completely turned things around we won best place to work, we won fastest growing company, we were taking the company to mexico and on ski trips. We were competing for talent with the hottest technology companies in Austin, and we were winning. Our revenues and our profits just kept going up up up (show chart).Then the financial crisis hit and the recession started, and things changed. Our revenues wend down down down (flip the chart). We lost 80 percent of our revenue In a year. And this is the part of the story where I tell you that the employees started leaving the sinking ship. But it didnât happen. They stuck with it. Half the company went to sales trainging and started making cold calls. We had people take some contract jobs. And every single person in the company volunteered to take a pay cut.
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