Your biggest wins and losses come down to people. Brightwheel uses eight core values like think critically and move fast to hire and evaluate everyone the same way, with each interviewer scoring candidates against specific principles until they have enough data to decide.
For me, some big learnings are, one, the biggest wins and misses for me have largely come back to people. And then two is you can have the most amazing idea, the biggest market, the best product, whatever it is, but if you can't bring the right people around you to go solve that, you're going to be on your own and never get to that point every time. So for me, the importance of people was something I didn't fully appreciate when I got into this journey and figuring out really who we were going to be as a company. And both through our wins and the things that we're doing well, as well as the times that we brought on folks who weren't a match, really taking those moments to be introspective and say, who do we want to be? And I think I didn't fully appreciate until this experience that you'll have someone who really is excited and thrives at company A, like Amazon, and then they go to Google and they hate it and they bounce back or vice versa or whatever. And each company, rightly so, is going to develop its own DNA that makes it successful. Understanding that actually defining it, reinforcing it, making sure it lives throughout the organization, particularly now, being remote is one of the most important things that I have to do day to day. Again, I didn't fully appreciate that. So whether it's values or we call them leadership principles, the things that make you super unique as a company that are going to allow you to achieve that huge vision, that huge mission, you have to be fakely uncompromising in those things and help people understand that, that one of the best things that we can do is in the interview process, be very open because some people are going to come in and they're going to be super excited about that and some people are not. And we'd rather be very open about that and then help people understand what we value in terms of their growth at brightwheel. How do you test for that in an interview? It's tough because at this point now, like, the standard thing is, oh, let's look at your resume, let's look at your LinkedIn, whatever it is, it's a match, let's go. We put way less emphasis on that now. And so we really try to dig in and say, okay, like we have a leadership principle called think critically, move fast. And so we're going to really probe and go deep on an example or give you a hypothetical and really figure out, are you a critical thinker and at the same time, are you going to just sit and think or can you take action and do you have a bias for action? You know, we have one that just is focused on customers. And so we're going to understand how you value customers and bring that into your process. So we have literally, we have these eight leadership principles. We divvy them up amongst the interview group. We put scores against those. We debate them. If we don't get enough data, we go back and get more. And so it's being really, really direct. This is something I learned at Amazon, Frankly. Amazon has 14 leadership principles. Everybody splits them up. You figure it out and you really, again, are uncompromising. And the bar is so high. And you feel really great that by the time you get to hire somebody, they're really the right person for the right role. And so, in a more nimble, maybe startup way, have brought that into brightwheel.
O processo de reconhecer limites, mesmo quando a vida parece exigir sempre mais.
Depois de tantas histórias, aprendizados e pausas necessárias, o @interior_iza está de volta
