Marc Andreessen explains how startups attract top talent. He emphasizes vision, stock options, and clear company culture as the core tools for hiring during the early stages.
But when you're a three person startup with no revenue, just an exciting vision, how do you convince your top choices, once you've identified them, to actually join your venture instead of going to Microsoft or Google?
Yep. So stock options, which they'll tell you those aren't worth anything. And then a friend of mine likes to say the other part of it is vision. And he says the difference between a vision and, and a hallucination is that other people can see the vision. And I think that's actually the core answer to the question. So the best entrepreneurs are really good at selling people on their company precisely because they can explain the way the world is going to look in a way that is so compelling. This is the famous Steve Jobs you talk about. Steve Jobs has what he calls the reality distortion field. So if you get within 10ft of Steve Jobs, whatever he says in the next 20 minutes, you're going to walk out of there believing whatever he says. He could say the sky is purple and you'd be like, yep, that makes total sense. And you know, four hours later over dinner, as you're explaining it to your wife or your husband and you're like, well, I don't really know what he meant by that, but it was really, really compelling at the time. The best entrepreneurs all tend to have that in common. They tend to be really good at that. They tend to be really, it's essentially sales selling to employees. So it's incredibly, it's an incredibly valuable skill to be able to do that. That plus stock options. The other thing I've found with hiring over the years is that while it's incredibly frustrating, part of the frustration is actually a good thing. Because the frustration is you try to talk somebody into joining, they don't come and you're like, damn it, I wasted a lot of time. But hiring is also a selection process and it's a self selection process on the part of the candidate. And so of all the people you interview, if you hired them all, it would turn out that a good two thirds or three quarters of them you probably shouldn't have hired anyway. And what you can do in the hiring process, what the best companies do, is they provide a very stark idea of what their company is and what it isn't. So we are a company where people are expected to work 18 hour days and if you don't like that, don't come here. Or we are a company where people are expected to go home at 5:00 every day. And if you think that would be frustrating, don't do it or whatever it is, or we have dogs in the office, or we have a company we've invested in where the whole company does yoga together. If you like yoga, this is the company for you. If you don't like yoga, don't go there. You're going to be asked to put your feet in positions that you're just going to be completely uncomfortable with, literally yoga every day. Companies called asana, which of course means a yoga pose, I learned. So a very, very, very stark idea is very good because it's polarizing. And I think the best companies tend to be polarizing. And so if in your hiring process, you're turning people off as often as you're turning them on, because it's just you're making it, they're sort of deciding, well, this is clearly not the right fit for me. I think that's a good thing.
O processo de reconhecer limites, mesmo quando a vida parece exigir sempre mais.
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