most talented people have little incentive to defer to an individual without a strong moral core. Genius, even simple excellence, multiplies personal options. Why follow someone you can’t trust or who makes you feel soiled?
Patricia Ward Biederman • Organizing Genius: The Secrets of Creative Collaboration
Never hire people for “cultural fit.” What a pernicious term. Instead, hire insanely talented people for their “cultural contribution.” For how unique they are. For why they are different from you. For what they will add that you do not have.
Brian Collins • 101 Design Rules
What criteria should be applied to people we hire, those we promote, and those we let go? What makes someone a good person versus a bad person? How should hard-to-resolve conflicts be handled at our organization? What’s your preferred form of communication and why? What enables you to deliver your best work? What stops you from it?
Rand Fishkin • Lost and Founder: A Painfully Honest Field Guide to the Startup World
Across industries, there were three dominant templates: professional, star, and commitment. The professional blueprint emphasized hiring candidates with specific skills: Founders looked for engineers who could code in JavaScript or C++, or scientists who had deep knowledge about synthesizing proteins. In the star blueprint, the focus shifted from c
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