The Ledger
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Herold: Hiring for attitude over experience caps company growth at 10 percent
“The days of hiring people for attitude and training for skill, the days of hiring the kind of master all trades or jack of all trades, master of none that gets you seven to 10% growth, but it doesn't get you the hyper growth.”
Herold: True entrepreneurs are born with necessary traits, not made
“Entrepreneurs have to be born with the entrepreneurial traits, and then they can be nurtured. But I don't think you can take a person and make them an entrepreneur. You're either entrepreneurial or you're not. And some of that is the craziness. It is the ADD, …”
Herold: Startup title inflation gives C-level titles to unqualified young employees
“20 years ago to get a C level title, you had to be a major player at a major company. And about 10 years ago, we started giving away titles as well as equity, as well as compensation to Gen Y who are asking for big titles. And we've had title creep in a big wa…”
Herold: 'Hire for attitude, train for skill' yields only modest growth
“If you hire for attitude and train for skill, you get seven percent growth, but if you hire for attitude and proven skill set, That's where you get the incremental growth. A true a player has done the job before.”
Herold: A true power COO works to make the CEO iconic
“The true power COO wants to make the CEO iconic.”
Herold: 40-person entrepreneurial startups suffer from C-suite title creep
“Nowadays we've had title creep where like to have a CMO or a CRO or a CT, like God, those were titles reserved for the fortune 100 or the fortune 500. We've had a lot of title creep down into these entrepreneurial companies where you've got 40 employees and yo…”
Herold: CEOs without an executive assistant are acting as one
“If you don't have an assistant, you are one. And I often get CEOs will talk about wanting to hire a second-in-command And the first thing they need to do is hire a really kickass executive assistant to get a lot of this stuff off their plate to free them up fo…”
Herold: A COO's role must complement what the founder delegates
“When you're looking to hire a second in command, it really has to be a true yin and yang relationship for you. So you've got to take a look at the stuff that's on your plate that you love to do, that you get energized from, that you're really, really good at. …”
Herold: Visionary founders need COOs with high Kolbe Follow Through scores
“What you're looking for in a COO is someone who is a very high second and first number. Their second number should be the highest. Their first number should be second highest. So you want someone who's a high follow through, which is putting systems in place b…”
Herold: Job postings should repel bad fits to attract the right talent
“Write it like an ad that pushes some people away and magnetizes people towards you.”
Herold: CEOs must monitor organizational ripple effects of a new COO
“Your job in the first 90 days is to watch the ripples As they're getting up to speed, you have to watch for all the ripple effects that they cause. Most people miss that. They're so worried about getting the answer, the CEO up to speed that they miss all the t…”
Herold: Decision filters streamline project delegation using five success criteria
“The decision filter is a one pager that has you outline what the project looks like at perfect or at complete. It shows the five success criteria. It shows the ROI. It shows whether you're going to make money or make people happier. It's a great way to hand of…”