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JooBee Yeow
September 28, 2023
TL;DR
👀 A sneak preview of Season 3 of the Scaling Start-Ups blog series!
💡 Want to hire a band of ‘rockstars’ 👩🎤? Find out how
📊 Your views on the B.E.S.T. framework
Founder: My VP of Sales is not working out 😖
Me: Why is that?
Founder: I don’t know. He was the VP of Sales in a big-name start-up 🤔
Me: What did he do there?
Founder: He was the VP of Sales and they loved him. The references we received were glowing! 🤷♀️
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 🚀
Me: What is the size of the team he managed previously?
Founder: I think…around 10 sales people? It’s the same - isn’t it? 🤨
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 roles…
Eager to dive deeper? 🫣This is a sneak peek from Season 3 of the Scaling Start-Up blog series! Stay tune…
Here’s what’s in store for you in Season 3 👀
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
“Peter, I need to assemble a band of rockstars 👩🎤🤘🎤👨🏻🎤”
"Here we go again!" Peter must’ve thought 😅. 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!) it’s like forming a band of rockstars👩🎤. 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 🌟
What do you think❓Frequently, 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? |
