The hiring process is also like the one I’ve been using: first, do it yourself to understand the standards and nuances, then recruit people who can both lead a team and get things done. So, how do you find such people? The founder of Gamma said they have a three-month trial (a very long period, which shocked the host), treating candidates as part of their team, letting them own a project from 0 to 1, and observing how they demonstrate leadership and hands-on ability. Looking back, many candidates for key roles I hired failed at this within a month. This is also why I later stopped hiring small-time leaders from big companies who only manage people or C-level executives from small companies with no results. People who can only be managers but not players, or who can only be players without any mentoring ability, quickly stopped being part of the team.
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Today I learned about a new hiring concept called “player-coach,” and I realized that I’ve always been using the player-coach standard for hiring. It’s like a role on the field that both participates in the game and provides guidance: in work, a player-coach might need to attend meetings, write code, and offer suggestions to the team. They have both leadership capability to grow while mentoring and technical capability to make important decisions. In the past, large companies liked to have managers only manage people and individual contributors (ICs) only focus on tasks, but a “player-coach” means the leader must continuously get hands-on and produce output - like writing code, fixing bugs, personally launching new features, or conducting user interviews.
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An ETF on AVAX? Or others too
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