Chapter 1: Transforming Recruitment Perspectives

When startup founders seek to hire new talent, they often prioritize closing a skill gap. However, what if we shifted our perspective on recruitment? Instead of solely asking how individuals can contribute to the business, we might first consider how the business can support their aspirations.

Recently, I attended a debate titled "Recruitment — Is There a New Way?" where one speaker posited that startups should focus on establishing robust processes before hiring individuals to execute them. He argued that relying on top performers can lead to dependency, as he experienced during an acquisition when he had to offer significant incentives to retain key employees. His conclusion was that strong processes trump strong personalities.

I disagree.

Having grown up in communist Romania during the 1970s, I vividly remember a system that prioritized processes over people, stifling individual talent and ambition. This environment fostered mediocrity, where everyone was forced to conform. The system overshadowed the individual, reducing people to mere cogs in a machine.

This mindset can still be found in some contemporary startups. Certain founders believe that the creation of their business rests solely on their shoulders, and that employees should simply support the established systems without becoming too significant or influential. This raises a crucial question: Is it the business or the founder's ego that is at stake?

In contrast, a more empowering approach would treat employees as co-creators within the startup. Even if you are the founder with a handful of co-founders, each new hire brings unique energy that can shape the developing business. Like a young child molded by various influences—parents, caregivers, teachers, and pets—a startup is similarly influenced by all who engage with it, including founders, employees, customers, and investors.

What if, instead of resisting this idea, you embraced it? What if you relinquished absolute control over your startup's direction and instead hired individuals not merely to fill positions, but as whole persons capable of co-creating alongside you?

To achieve this, it's essential that new hires align with the business just as much as the business aligns with them. Here are some critical questions to evaluate this fit:

• What are their biggest dreams and ambitions?
• In what environments do they thrive?
• When do they feel most energized?
• How do they envision their lives, work hours, and conditions?

The most significant question to consider is whether your startup can provide the support they need to achieve their aspirations.

While this hiring strategy may seem bold, I argue it carries less risk in the long term. Consider the costs associated with bringing on someone ill-suited for your organization: recruitment fees, interview time, onboarding, training, and the inevitable mistakes that accompany new hires. If they leave, all that investment is lost. Thus, ensuring they are a good match for both parties is vital.

When an employee departs—whether due to poor performance or a desire for a better fit—it often indicates that the startup failed to foster an environment conducive to their growth. If the organization does not support their development, they will seek it elsewhere.

You might question the importance of skills in this equation. What if a candidate lacks the necessary competencies? I would argue that motivation is more crucial than skills. Highly motivated individuals will strive to acquire the skills needed to excel. They will dedicate time and effort to learn and adapt. This is not to say that skill assessment is unimportant; it should simply be a secondary consideration.

This approach may sound idealistic, but how can it be implemented effectively? Here’s a concise five-step guide:

1. Recognize that as a founder, you are not the sole creator of your business. Invite everyone—employees, customers, suppliers, investors, and advisors—to co-create the organization with you, potentially leading to a more vibrant and successful business than you envisioned.
2. Establish processes, but remain flexible. Embrace continuous improvement to adapt to the evolving needs of the business.
3. When hiring, focus on the individual rather than merely filling a skills gap. Consider their fit within the emerging culture and whether the organization can support their growth.
4. Encourage new hires to question existing practices. Allow them to introduce fresh ideas and directions, promoting a culture of growth and adaptability.
5. Continuously ensure that the business environment nurtures everyone's aspirations. A business that supports individual dreams will cultivate a motivated workforce that is less likely to underperform or seek opportunities elsewhere.

Roxana Valea is a writer, business advisor, and personal development coach. Her publications span travel, women’s fiction, and personal growth. She specializes in guiding startup founders toward internal growth through people and processes, aiming to inspire individuals to reach their fullest potential.

www.roxanavalea.com

Chapter 2: Embracing Process and People

This video titled "How To Run A Process Group: The Process of Group Formation" explores effective ways to balance processes with team dynamics, providing valuable insights for startup founders.

The second video, "Instructional Currentz Meets the Process Management Lab," demonstrates practical applications of process management in team settings, essential for fostering collaboration and innovation.