This document discusses hiring and managing performance. It provides details on what the author looks for in candidates during the hiring process, which includes integrity, intelligence, vision, dedication to excellence, and accountability. The hiring process involves an in-depth resume review and multiple interviews to evaluate fit. References are also thoroughly checked. For performance management, the author advocates setting specific and measurable goals, tracking progress regularly, and providing transparency and feedback. Underperforming employees are given opportunities to improve but can be fired if they do not meet standards.

1. Hiring Jay Jamison President & Co-Founder, Moonshoot Founder’s Institute July 14, 2009

2. Agenda What I learned on (my 3 day) Summer Vacation Hiring What I look for How I find it Managing for Performance (how I think about Firing)

4. Needed $1.5M (in ‘59) to get permit to start ski resort

5. Couldn’t promise return of any sort to investors

7. What I’m looking for Value system Hungry to get shit done Raw intelligence Functional skills Integrity & honesty Dedication to excellence Vision Courage Accountable Work ethic Mental toughness Apolitical Articulate

8. How I find it—Step 1 Walk-through resume in depth, drilling in on the following: Timeline down to the month and the year Why person left role or companies Drill in on what specific things that person did Not his division, not his team, HIS responsibilities Tell me about specific achievements and specific failures Keys that I’m looking to for in the answers Communication skills—can the person do a resume walk-through clearly Accountability—can the person describe achievements with metrics Integrity—are there gaps that they explain cleanly Vision—were job changes function of bigger (or smaller) vision Dedication to excellence—knowing a failure and knowing to learn from it Work ethic & get stuff done

9. How I find it—Step 2 Dig deep to understand candidate’s motivation Talk to me about why you are here today? Of all the things that you could go and do at this point in time, I want to understand what you are trying to do in your career and how working in this organization maps to that. Keys that I’m looking to for in the answers Vision—is this person thinking big, setting a high bar Dedication to excellence—it takes thought to do big things Articulate—shows depth of thought & communication Work ethic—have they learned anything about us or me

10. How I find it—Step 3 A host of other questions will come up, including Tell me about the hardest thing you’ve ever done Where do you want to be in 5-10 years What would you site as 3 strengths/3 weaknesses And then follow-up by asking what managers/peers would say Etc.

11. How I find it—Step 4 References References References References

12. References Must do & get away from the provided Managers Peers Subordinates What to understand Verify dates & achievements You really want to learn one flat spot at least You want to know if things are consistent

13. How I find it – Step 5 Have multiple meetings with the person Have person meet more than just you Be clear & consistent about your process If possible, have dinner w/ spouse or SO Not part of “formal” interview After all interviews & reference checking Before offer Extremely useful

14. Managing for Performance Thesis: if you build company with accountable, performance-oriented culture, firing is straightforward process How to do this Set concrete, measurable goals for all Write them down Track them regularly Ensure transparency between you & employees

15. Setting Goals Each employee writes down 3-5 key goals Each goal should meet these parameters Specific Measureable Attainable Responsibility Time-bound

16. Tracking Ad hoc feedback against goals regularly As SOON as you see something wrong, don’t wait Regular detailed reviews (2x per year or more) Employee writes down progress against goals You write back your input You sit down and discuss

17. Transparency For employee who’s falling short Be clear where, how and why Give opportunity to turn around Short-term Against a demanding, fair quality bar Document discussions in email At appropriate time, be clear & direct in firing

18. Closing Hiring is one of your top decisions You must dedicate hard thought to approach Learn from everyone and adjust Track your batting average You are never too small to manage performance Set & write-down goals Talk about them, drive accountability Be clear and transparent in moving people out