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TL;DR
š A sneak preview of Season 3 of the Scaling Start-Ups blog series!
š” Want to hire a band of ārockstarsā š©āš¤? Find out how
š Your views on the B.E.S.T. framework

Founder: My VP of Sales is not working out š
Me: Why is that?
Founder: I donāt know. He was the VP of Sales in a big-name start-up š¤
Me: What did he do there?
Founder: He was the VP of Sales and they loved him. The references we received were glowing! š¤·āāļø
Me: What is the structure of the team he is leading today?
Founder: It started around 12 and grew into 25 people now, 2 Heads of Sales and 2 Sales managers š
Me: What is the size of the team he managed previously?
Founder: I thinkā¦around 10 sales people? Itās the same - isnāt it? š¤Ø
Errmmmm, NO. It most certainly is not the same.
As your number of employees grows, your organisational and team structure begins to change. This requires different management roles to be unlocked - each with a new scope of accountabilities to manage the increased complexity.
Broadly there are 4 types of management rolesā¦
Eager to dive deeper? š«£This is a sneak peek from Season 3 of the Scaling Start-Up blog series! Stay tuneā¦
Hereās whatās in store for you in Season 3 š
Episode 1: Scaled to a halt? When fast growth slows productivity
How to predict inflection points and unlock the right manager roles
Episode 2: Job title means s**t. Understanding the 4 types of management roles
Read the fine print of different job titles
Episode 3: You've inflated job titles, now you're avoiding that conversation
What to do when the role has outgrown your employees
Episode 4: Cash is king, equity is sacred, job titles are free...or are they?
Job title inflation comes with a cost, here are 2 ways to avoid it
Episode 5: Are you seeing these 4 signs? Your managers might be struggling
The 4 mindset shift that needs to happen
Episode 6: Managers: the team you lead is not your #1 priority
Understand who your Team #1 is to make better decisions

āPeter, I need to assemble a band of rockstars š©āš¤š¤š¤šØš»āš¤ā
"Here we go again!" Peter mustāve thought š . Luckily, Peter Miller (from Hawkwood) and I have a history of collaborating across multiple start-ups.
When it comes to building an HR team (or any high-performing team, really!) itās like forming a band of rockstarsš©āš¤. The whole (band) is greater than the sum of its parts - resulting in more creativity, productivity and sustainable performance.
To hire effectively, I use the B.E.S.T framework, which serves as our compass:
Beliefs: The shared values and purpose of why you want to work together.
Experience: The necessary experiences needed to deliver on current and/or future business needs (e.g. size of business, type of industry, stage of growth).
Skills: The skills needed currently and/or in the future which range from technical to leadership and everything in between.
Traits: The natural tendencies of how someone approaches tasks or situations.
By fostering a clear alignment of expectations, Peter and I consistently find the B.E.S.T fit talent for my HR function š
What do you thinkāFrequently, start-ups tend to overly emphasize one particular element of the B.E.S.T. framework during the recruitment process. In your view, which one do you think that tends to be? |