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Filecoin Foundation
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Volunteer Experience
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Corporate Secretary
Phage, Inc
- 2 years 7 months
Arts and Culture
Phage is a consortium of 100+ scientists, artists, and engineers who use art to engage people to learn about science. Our outreach combines scientific concepts and models with interactive art to bring education out of the classroom and into new spaces.
I was part of the team that formalized the group into a 501(c)(3) organization and was responsible for ensuring our compliance with federal and state regulations regarding non-profits. -
Volunteer
Zene u Crnom (Belgrade)
- less than a year
Civil Rights and Social Action
Zene u Crnom is an international pacifist activist organization. I provided translation and English-language work for them, including voice over.
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Albanian
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Explore more posts
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Peter McKee
At Indeed's AI in HR tech event last night there was a lot to be excited about. But despite all there is to look forward to, some things gave me pause. Here are my takeaways for HR leaders to be weary of as AI storms into the industry: 1️⃣ Bias We've been talking about avoiding potential bias as AI becomes a bigger part of HR for a while, but the time is now. On display last night I saw a Gen AI recruiter that ran live first round interviews and left candidate feedback, including numerical scores across a number of assessment criteria 😲 . This was the most stark demonstration, but other products produced algorithmically generated numerical performance indicators and more. These technologies have the potential to scale the reach, consistency, and efficiency of HR teams... BUT they also have the potential to do so with encoded bias. How to prevent this was the first question from the HR leaders in the room, and the reality is that it's not clear for much of this tech. HR teams not only need to assess the risk for themselves, but if you operate in NYC, you should pay close attention to whether or not you are on solid legal footing with NYC's automated employment decision tools law, which explicitly requires a documented bias audit for products like these (and it's not obvious to me this is possible for Gen AI). We've already seen questions about this law coming up in procurement cycles and similar laws are being discussed in PA, NJ, and other jurisdictions. 2️⃣ Candidates and employees are using AI This might sound obvious at first, but one founder (whose users and revenue are growing very quickly) showed powerful tech that would automate doing any interview over video call for a candidate: a Gen AI bot would listen to the interviewer questions and prompt the candidate with exactly what to say in response in real time. There was clearly some discomfort among the hiring managers in the room. The founder took the position that if candidates are successful by using AI in interviews, then they will be successful by using AI in their job, which is not a point that should be totally dismissed. Regardless of whether or not such technologies are ethical, the takeaway for HR teams is that they are out there. You should start to assume that candidates are using this tech and other less extreme forms of interview assistance. What does that mean for the format of your interviews? For the weight that you place on interviews conducted remotely? For the number of interviews you conduct remotely? These are the things that you have to consider now. Tough questions aside, it was a fun event, and it was great to share Aeqium and what we're building with a number of folks last night. Thanks to the Indeed venture team for making it happen!
132 Comments -
Peter McKee
One particularly tricky topic for compensation and HR leaders that came up in a round table discussion last week: acquisitions. Here are a few takeaways to approach M&A strategically as a rewards leader: First of all, if you work at a very large company that does a lot of acquisitions, there's a good chance you have a standardized process for this and maybe even a dedicated team. BUT that does not apply to the majority of comp professionals that we talk to. For most of them, acquisitions at their company result in a thorny mess of internal inequities and inconsistencies 😫 Here are a couple techniques to get ahead of this: 1️⃣ Get involved long before an acquisition happens Even if you're a total rewards leader and your company hasn't done any acquisitions since you've been there: Have they ever done an acquisition in the past? Do you have a corp dev team? If so, grab some time to introduce yourself to the corp dev team or schedule a quick chat with the executive team to get them thinking about employee comp long before an acquisition. Corp dev folks are not HR professionals 😲 So aside from executive compensation, there is a good chance that integrating job architectures, ensuring consistency across variable comp structures, and other issues you would flag are not going to be top of mind for them. Plant the seed early that they should connect with your team so that you're not hearing about it for the first time when everything is finalized. 2️⃣ Be clear on what kind of acquisition you're doing Sometimes an acquired company gets fully assimilated. Teams and policies get merged together and it's very clearly all one company with one set of policies. Other times the acquired company operates mostly independently and retains most of it's unique brand and even company culture. If you're in the first camp, it's really important to make sure that your comp policies are applying consistently to the new team members. If you're in the second camp, you may opt to keep comp philosophy a bit more separate. Avoid at all costs the all too common middle ground of ambiguity, where employees and managers are unclear on whether there is one team or a double standard where members of the acquired company are paid more or less for no obvious reason. What other tips have helped you through M&A comp challenges? Also, if discussing topics like this with your peers is exciting to you, Aeqium regularly hosts small group rewards leader discussions. Shoot me a note if you're interested in joining a future one
165 Comments -
Nikki Scarr
🦆 Do you tell your problems to a duck?🦆 I passed Dan Garlick desk and saw a collection of cute rubber ducks - perplexed with no baths onsite why were the duckies needed? Dan enlightened me on Rubber Duck Debugging. The theory is that if you're facing a problem in your code you explain it to a duck, by externalising your code in a simplified step by step 'duck' manner out-loud you can identify assumptions and overlooked details. It'll help you quack the code 🤣 I'm not a coder but I'm certain the idea of talking something through with an inanimate object to catch errors and think critically is universally applicable. I took a pink duck which is living in my handbag! #problemsolving #rubberduckdebugging
8814 Comments -
Matt Birnbaum
We shared this blogpost and equity calculator last week to provide founders with a tool to model what Peter Walker talks about here. We also provide an easy way for founders to input their own variables (like options pool size and number of hires) to come up with equity numbers that work for them. While benchmarking data is helpful, there’s not a common formula founders use to calculate equity grants for their first 10 hires. This means, there’s not a ton of “fairness” or consistency to how these numbers are calculated. This is one of the reasons why the drop off in equity is so aggressive and so little of the total pool is spent in the data Peter shares. Interestingly enough, we land at very similar number for Hire #1 (assuming they’re a senior technical hire). https://lnkd.in/gji_pU6s
414 Comments -
Michele Haugh
😞 Yesterday's inbox delivery was a stark reminder: Gallup's Q1 2024 engagement trend report unveiled unsettling figures. ➡ "4.8 million fewer US employees are engaged in early 2024," plunging to the lowest level in over a decade. Remote, hybrid, and younger workers disproportionately shoulder this decline, directly impacting crucial organizational outcomes. These numbers are not soft 🐻 or squishy....we know that engagement levels have a direct impact to organizational outcomes like productivity, employee retention, and profitability 📈. As I engage with HR and business leaders on the pulse of employee engagement, I hate to say that I find little surprise in these results. 🙄 While some organizations thrive, too many remain tethered to outdated practices, clinging to chance connections, occasional transparency, or what I term a "hope and a prayer" 🙏 approach, slow to change to meet the evolving needs. The truth is, as workplaces evolve and fresh generations enter the workforce, our strategies must evolve too. Engaging employees requires consistency, intentionality, and proactive measures. It mandates nurturing growth, transparency, and inclusivity. 👐 ➡ The bottom line? Success isn't about hefty budgets or large teams. It's about crafting a tailored, holistic plan that meets your organization's unique needs and challenges. So, what's next ❓ Organizations that I have worked with who are achieving substantive growth are also the ones who have adopted a strategic and consistent approach to their employee engagement. While culture committees have their place, often, a mishmash of initiatives fail to yield genuine engagement. Perhaps it's time to reevaluate your approach and elevate your strategy. Your organization's vitality ⭐ hinges on it. #Gallup #EmployeeEngagement #Strategy #ConsistencyMatters
104 Comments -
Dr. Pratibha Singh
Ordinary Angels The film "Ordinary Angels" presents a narrative that challenges our perception of human resilience and the power of compassion. To label it merely as inspirational would be to understate its profound message. At the heart of the story is Sharon who, despite appearing irreparably damaged, discovers an inner calling to help a little girl . This calling transforms into an unyielding mission, pushing the boundaries of what seems possible. The journey unfolds not through grand gestures, but through acts of service rooted in raw vulnerability. The film illuminates several crucial life lessons: The Strength in vulnerability- Contrary to popular belief, seeking and accepting help is not a sign of weakness. The film portrays this act as one requiring immense courage, challenging societal norms that often associate asking for help with shame or inadequacy. The Magic of Determination and Service-When fueled by genuine altruism, human determination can achieve the seemingly impossible. Sharon's unwavering commitment to her cause demonstrates how a service-oriented mindset can overcome formidable obstacles. The universal language of Humanity- Sharon's approach is remarkably simple yet profoundly effective: she connects with others on a fundamental human level. By embracing her own humanity and recognizing it in others, she catalyzes change in ways that transcend conventional methods. The Boomerang effect of Kindness- Perhaps most poignantly, the film illustrates how acts of kindness, performed without expectation of return, often come full circle. Sharon's selfless deeds eventually benefit her in unexpected ways, underscoring the cyclical nature of compassion. Do watch the movie if you can. And repost this as well https://lnkd.in/gm_eYABe
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Dr. Timo Sandritter
Org charts can be one of your strongest transparency tools I don’t have to tell you that it’s a challenging job market for both employers and employees right now. It’s expensive and distracting to deal with high turnover, or “quiet quitting,” but it's usually a symptom of a larger problem — an organization that isn’t providing their employees with the culture, knowledge or support they need. Transparency is key to helping employees trust their company’s leaders, understand the company’s vision and stay engaged. In a survey recently conducted by Slack, 80% of workers said they want to know more about how decisions are being made in their organization, especially when it comes to their colleagues. It’s why the organizational tools we build at Ingentis are so important — our org chart tools act as a central communication tool for your organization. Org.manager helps you illustrate hierarchical structures and reporting lines, and helps your employees know who to approach with problems or when seeking promotions. When your employees can see how they function as a part of a larger organization, they can better understand their contribution, see upward trajectory and can navigate channels better. One of the prime reasons we see such success with our data visualization tools is that they allow companies to really optimize their people data, displaying it as a functional org chart, dashboard, bubble chart or sunburst chart. You can use this data to evaluate structural changes before you make them, track employee skills, plan for internal successions or change the type of organizational structure you follow altogether, among other actions. Maybe you started your company off as a flat hierarchy, with fewer employees who all needed open communication to quickly launch a product, but now you’re seeing the need for more department heads and a slower, but steady workflow. All of this can be reimagined in Ingentis’ org.manager product with all of its versions and its available extensions, and the software integrates with your employee intranet, so all employees can see the current structure. Because our companies and business environments are ever-changing, our organizational charts should be, too. With regular review, employee feedback, and clear communication, we can think of our organizational charts as living documents that reflect our current company values and a tool that helps us gain the trust and engagement of our employees.
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Lynne Oldham
🎉 Exciting News! 🎉 I'm thrilled to announce that I'll be speaking at Shine, an exclusive summit for 75+ innovative TA leaders hosted by BrightHire in NYC on September 18th! If you're passionate about TA, interested in exploring the key trends that will shape it, and want to connect with incredible peers, check out this event: ⭐ Incredible Speakers ⭐ I'll be sharing the stage with leading CPOs, TA leaders, labor economists, AI builders and investors, and key figures shaping the future of work. ⭐ Actionable Insights ⭐ It will be a day-long discussion about the future of TA, packed with insights about the key themes that will shape it: AI, labor market trends, labor laws, workplace shifts, and more. ⭐ Valuable Networking ⭐ Connect with peers from top companies like Zillow, PayPal, Flexport, Ramp, Lattice, Greenhouse, Anthropic, Zapier, Rippling, Klaviyo, Shopify, Databricks, and more. 🚨 If you're in TA leadership, it’s worth checking out. There are limited spots remaining, so * submit the form below * https://lnkd.in/eAFqrYCi BrightHire will let you know by Sept 6th if you're on the list!
975 Comments -
Rishabh Jain
How do you inspire already exceptional people? Short answer: surround them with exceptional people. If you’re trying to hire top-tier personnel, this needs to be at the heart of your hiring talent acquisition strategy. Yes—of course there are other non-negotiables. And there is a second lever that’s equally as impactful that I believe you can pull to optimize your hiring as your organization grows. Comp is important. Benefits are important. Mission is important. Pay your people what they’re worth and give them opportunities to earn more. But thinking comp is the main button you can push is, politely—sloppy and lazy thinking. There’s no need to overcomplicate it. In the same way that the best athletes want to sign contracts with teams that have, well, the best athletes, the same is true for companies. Those athletes can earn a ton of money wherever they play, and so can elite engineers/marketers/salespeople. Top players are interested in earning money, but their interests are more complex and sophisticated than just cash. Companies with the best people do the most interesting things and are the most successful. And that’s what drives truly elite professionals: intellectual curiosity, expansion, and winning. So…How? How do you foster hyper-competence inertia? It's impossible to overstate the importance of your first hires early on (I go more in-depth on this in the video below). Getting those wrong at best could cost you months or even years of progress. At worst, they sink the business. It starts with your co-founder. Pretty intuitive. Start a company with someone you admire. Shreyas Kumar is a great example. Apply those same standards to your first 25 hires and go from there. Each fantastic person you hire makes it easier to hire the next. As your org grows, reward ownership surfaces. Allow your best people to grow their portfolio of problem-solving, and let them own it. Show them that you trust their problem-solving to grow the business. They will naturally try to cover ground that they see as “uncovered” by less competent personnel. Let them (within reason). PS: I do these Whiteboard Wednesday recordings weekly. Let me know if there's any other topics you want to see me covering.
4611 Comments -
Meg Henry
Crafting the perfect interview process is a science 🧪 and I spend countless hours optimizing it for Companyon Ventures's portfolio companies. We're trying to ask the right questions at every stage to find the right fit. So I'm curious - what's your go-to interview question? As a candidate or interviewer, what’s truly revealed a hidden gem? Let's share insights and improve the hiring process together. I'll go first in the comments! #hiring #talent #interviewtips #startuplife
2429 Comments -
Molly Johnson-Jones
Americans have the wrong approach to holidays 🌴 There is no legal obligation to offer PTO and the average offered in the US is just 10 days Hours worked and productivity do not have a linear relationship Here's what we often miss: → More hours (above a certain threshold) do not equal more output → No time off leads to mistakes and reduced creativity → Quality of work suffers when employees are exhausted → Proper rest improves focus and efficiency It's time to rethink how we view PTO: measure output, not hours Focus on the quality and impact of work rather than the time spent Remember: → Well-rested employees are more innovative and engaged → Breaks from work mean we come back with new ideas and a fresh brain → People with lives outside of work are more resilient and bring diversity of thought What's your view on PTO? Share your thoughts below Flexa #PTO #EmployerValueProposition #Productivity
21895 Comments -
Neil Kelly
Something was announced yesterday that has played a major part in my 20 years of recruiting and hiring talent in the US and beyond. The FTC in the US have just ruled that non competes are no longer enforceable. (Currently digging into the details on this). What is a non compete? It has been a longstanding legal tool, that restricts an employee working for a competitor or stops them from setting up their own company, that is in direct competition with their employer. This has generally been structured around a geographical area or period of time. The ruling will go into effect 120 days from now with a massive impact upto 30 million employees. This will apply to all new non-compete agreements, with a requirement employers inform, both current and former employees. Including all existing agreements cannot be enforced. This is another strong step in the US economy and a further move to unlock movement in the labor market. This unlocks financial benefits, increasing wages very likely to remain competitive and reduce the legal burden on an employee/employer. As we wave bye to a legal tool, that will now avoid those many conversations “we cannot speak with them as they have a non compete”. that has been long argued being unfair to the employee. I am really pleased we also welcome a new fast evolving world of fairness and transparency in the labor market. My friend Gerry Crispin has long argued this and many other elements of the tools required to unlock the Global labor market. Other countries now need to wake up, otherwise they are at risk of reacting slowly and becoming the jurassic park economies. https://lnkd.in/eTPdERSf
188 Comments -
Rita Ramakrishnan PCC, ACTC
To my fellow people leaders and coaches: Lets talk about the “E” You might have noticed folks getting spicy on here about SHRM’s recent decision to remove the term "Equity" from their mandate. As leaders and coaches in the startup ecosystem, it's essential for us to understand why equity matters and how it can be integrated into our organizations and coaching practices: ⭐ Why Equity Matters 1️⃣ It is distinct from equality: Equality aims to provide the same resources and opportunities to everyone. Equity goes a step further by recognizing that individuals have different needs and starting points. Imagine giving a group of people the same sized ladder. Now imagine giving each of them a ladder sized for their bodies. One is definitely more helpful. Equity ensures that everyone has access to the resources and opportunities they need to succeed. 2️⃣ It enhances diversity and inclusion: Diversity is about increasing representation. Inclusion is about creating a container where everyone can bring their whole selves and have a voice. Equity is about addressing systemic barriers and biases that hold people back, ensuring that diverse talent can thrive. Without equity, efforts in diversity and inclusion can fall short, as they may not address the underlying inequalities that set a population back. 3️⃣ It drives innovation and growth: A workplace that prioritizes equity fosters a culture of trust and collaboration. When employees feel valued and supported, they are more likely to contribute unique perspectives and ideas, driving innovation and business growth. 💡 Integrating Equity into Your Startup and Coaching Practices 💡 1. Conduct an Equity Audit: Assess your current policies, practices, and culture to identify areas where inequities may exist. This can include pay disparities, promotion practices, and access to professional development. 2. Implement Targeted Programs: This could include mentorship programs, leadership development opportunities, and tailored support resources. 3. Foster an Inclusive Culture: Encourage open dialogues about equity, provide training on unconscious bias and ensure that all voices are included in decision-making processes. 4. Measure and Adjust: Regularly measure the impact of your equity initiatives and be willing to adjust your strategies as needed. 💡 Coaching for Equity 💡 As coaches, we have a unique opportunity to influence and support leaders in their equity efforts. By incorporating equity principles into our coaching practices, we can: - Help leaders identify and address their own biases. - Support the development of equitable leadership practices. - Provide tools and strategies for them to reflect, evoke awareness, and drive sustainable change in their organizations Equity is not just a buzzword; it's a critical component of building a thriving, innovative, and inclusive working world. #Equity #DEIB #Leadership #Inclusion #Innovation #Diversity #Coaching
277 Comments -
Tiffany Foo
In the early stage startup journey, post funding is often 𝗮 𝘁𝗶𝗺𝗲 𝗳𝗼𝗿 𝗵𝗶𝗿𝗶𝗻𝗴. That's where I come in. In my role as 𝘩𝘦𝘢𝘥 𝘰𝘧 𝘵𝘢𝘭𝘦𝘯𝘵 for Initialized Capital, I work with our 175+ portfolio companies to build out their team and cultures. 💫 Hiring 𝙮𝙤𝙪𝙧 𝙛𝙞𝙧𝙨𝙩 10 team members is a pivotal moment in your company's growth. Besides your product, your 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗮𝘀𝘀𝗲𝘁 𝗶𝘀 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺. When you are just getting started, you have limited headcount and limited funds so every player counts. That means 𝘦𝘷𝘦𝘳𝘺 𝘯𝘦𝘸 𝘩𝘪𝘳𝘦 𝘪𝘴 𝘤𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘵𝘰 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘰𝘯 𝘺𝘰𝘶𝘳 𝘮𝘰𝘮𝘦𝘯𝘵𝘶𝘮 𝘢𝘯𝘥 𝘴𝘰𝘭𝘪𝘥𝘪𝘧𝘺𝘪𝘯𝘨 𝘺𝘰𝘶𝘳 𝘵𝘦𝘢𝘮 𝘤𝘶𝘭𝘵𝘶𝘳𝘦. Your team determines the pace and direction of a startup’s expansion. In fact, the team and the culture you create (implicitly or explicitly) is a 𝗯𝘆𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗼𝗳 𝘄𝗵𝗼𝗺 𝘆𝗼𝘂 𝗶𝗻𝗶𝘁𝗶𝗮𝗹𝗹𝘆 𝗵𝗶𝗿𝗲. ✏ Here's my initial thoughts on 𝙔𝙤𝙪𝙧 𝙁𝙞𝙧𝙨𝙩 10 𝙃𝙞𝙧𝙚𝙨: https://lnkd.in/efNDbEZ8 I welcome your feedback, especially if your hiring path took a different turn from the one shared. #StartUpMilestones #EarlyStageStartups #EarlyHires
664 Comments -
Adam Horne
10 Things we've done for our Open Org Members over the last few weeks... 📖 Employee Handbook Build ⭐ Career Site Messaging & Positioning 📄 Compensation Philosophy Review 🌱 How to define the role of a Manager 🔮 Creation of a Transparency Philosophy ❤️ Annual Health-Check via our Open Culture Framework ⚙ Internal Workshop Design 📊 People Metric Benchmarking via peoplemetrics.fyi 💰 Becoming Pay Transparent 🎁 EVP Discovery & Activation Getting to work with companies & people leaders on things like this, all with the goal of building healthier, more open, transparent places of work is AWESOME 🖤 #Transparency #OpenOrg #PeopleOps
288 Comments -
Danilo T.
if you know, you know 56 billy pay package and the delaware legal system have you heard of the phrase...you've moved the goal post. this happens quite a bit. promises. promises. you meet the targets. you've surpassed the targets. then in order to satisfy your haters and you have many as you are to begin with the richest man (arguably you say you don't have an army as russian president putin does) and are lined up to receive the largest ever payout. yet here we are. this is gaslighting at it's finest. what do i mean about this. to begin with the targets as set to begin with were incredibly ambitious. that is there was no slouching. there was no ride on someone else's back. there as no real help in terms of pubic support. indeed the media has done an incredible job in curtailing Tesla with news of crashes. kinda reminds me of the same situation as happened between nikola tesla Tesla's namesake and thomas edison as it applied to alternating current (electricity) versus direct current. edison paid the media (what a shocker that doesn't happen anymore does it? no not at all. never. not today.) to write horrific embellished stories to discredit tesla. tesla replied with simply building and demonstrating that his was the superior technology. telsa was an engineer's engineer. he was not a businessman. not at all. so for this reason the man who created the very foundation of what we use to allow the technology we use today does not have an extraordinary museum. indeed where he had his laboratories are derelict. overgrown. forgotten. that's called you won the battle as it applies to releasing your invention yet lost the war on future generations learning about who you were. how you elevated the quality of life of all on earth to some degree. it's not a perfect story although overall with the question of energy as it applies to being human. as it applies to how we use energy in all facets. how this is a component that we value today and can be said is the single most important part of our lives on earth. it takes energy to do everything. so while sam (alt)man speaks about abundance, it was tesla who demonstrated that energy could be widely available. yet this was skirted as the basis of value is on the foundation of this idea of rarity. that something is exceptional. gold is rare although it was also useful. today we speak of (ai) as the new electricity. now back to elon. it took an enormous amount of energy for him to achieve what he did in terms of car sales. last time i recall this was the only metric to consider. as in if i make x you pay me y. it's. just. that. simple. so this legal shenanigans is simply gaslighting. plain and simple. which means surprise surprise that the richest man in the world is being co&k blocked by someone, some team. without question. for what reason. g-d knows. set goals. meet goals. not compensated. this does not work. source: https://lnkd.in/ezuAY2ua update: see nicholas gomez's comments below < . >
18 Comments -
Mohd Shariq
Small mistakes in the hiring process = Major setbacks Here are 5 critical errors that could be derailing your success: 𝟏. 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐢𝐧𝐠 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐎𝐯𝐞𝐫 𝐀𝐝𝐚𝐩𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 It’s tempting to hire based on experience alone, but if your assistant can’t adapt to your unique needs, they’ll be a liability. Look for candidates who are flexible and eager to grow with your business. 𝟐. 𝐍𝐞𝐠𝐥𝐞𝐜𝐭𝐢𝐧𝐠 𝐂𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐅𝐢𝐭 Skills are important, but so is alignment with your company’s culture. A poor cultural fit can lead to friction and miscommunication. Ensure your assistant shares your values and work style. 𝟑. 𝐎𝐯𝐞𝐫𝐥𝐨𝐨𝐤𝐢𝐧𝐠 𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬 Technical skills are great, but soft skills matter too. Assess their time management, communication, and problem-solving abilities. Soft skills are often what make or break the success of a business assistant. 𝟒. 𝐅𝐚𝐢𝐥𝐢𝐧𝐠 𝐭𝐨 𝐃𝐞𝐟𝐢𝐧𝐞 𝐂𝐥𝐞𝐚𝐫 𝐄𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 Vague instructions lead to inefficiency. Clearly outline tasks, priorities, and goals from the start. Ambiguity can result in frustration and subpar performance. 𝟓. 𝐍𝐨𝐭 𝐓𝐞𝐬𝐭𝐢𝐧𝐠 𝐏𝐫𝐨𝐛𝐥𝐞𝐦-𝐒𝐨𝐥𝐯𝐢𝐧𝐠 𝐀𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬 A top-notch assistant anticipates needs and solves problems proactively. Test these skills during the hiring process to avoid hiring someone who requires constant oversight. Don’t underestimate the impact of these seemingly small oversights. Avoiding them can make the difference between a valuable asset and a costly mistake. Send us a DM now👉 #hiringmistakes #businesstips #talentacquisition #workplaceculture #softskills #adaptability #businessgrowth
21 Comment -
Chad Sowash
Should ZipRecruiter reassess leadership? -->> https://lnkd.in/eHf6wemw In this episode, we dive deep into: - Paradox Innovation Day - VONQ's US Departure - CV Wallet / Resume Wallet's Triumph - Vangst, acquisition and its implications for the #cannabis #job market - Veritone Hire's Road Ahead - A critical view on ZipRecruiter, Nike, and Bayer's leadership mishaps. - Who'd You Rather? with Take2 AI and Paraform Expect a snarky blend of analysis, insight, and entertainment as we dissect brand consolidation, #AI's growing role in #recruitment, and the nuances of navigating the cannabis market. -->> https://lnkd.in/eHf6wemw #ChadCheese #RecruitmentPodcast #FutureOfWork #InnovationInRecruitment #Leadership #AIRecruitment
21 -
Noah Kagan
Culture is how people behave when no one is looking. I'm the CEO of a $100 million company. Here's the exact internal culture handbook we use (bookmark this for later): 1) This is YOUR company After working at Intel, Facebook, and Mint, I wanted to work with adults who took ownership of their work, could get stuff done, and were a joy to work with. Kids make excuses. Adults take ownership. 2) Lead by example A few weeks ago, I blew up at someone in a meeting. Doing that says we are okay with yelling at others. I set a poor example for everyone else. What you do becomes the behavior others imitate. 3) Double down • When affiliates was working, we hired 5 more people to grow it • When lifetime deals became popular, we did only those type of deals Instead of chasing new things, MAXIMIZE the things you know work. 4) Test, then invest • Hiring a new teammate? Start with 1 month paid trial • New marketing idea? Start with a small group of customers Instead of spending a lot on something unknown, find out if it's working quickly for a low cost. 5) Ask for forgiveness, not permission As companies get larger, rules and policies get put into place. That slows things down. No one wants to sit around waiting for their boss's boss's boss to approve their idea. 6) Default to sharing Our KPI sheet, board notes, monthly business reviews, and budgets are available for all to view. People should know how the business is being run. At my previous jobs, this information was always hidden. More info = Better decisions = Better company 7) Feedback is a gift If there is a problem, we bring it up respectfully and directly. We don't go behind someone's back and sh*t talk them. We aren't always going to agree. But the best ideas come out of hard conversations and feedback. 8) Never forget the taco AppSumo is the only company I know to ask for customer reviews in tacos, not stars. 'Never forget the taco' is a reminder not to become lame. Because THAT is what culture is at its core... not forgetting who you are. ~~ Thanks for reading! Two things: 1. Follow Noah Kagan for more content like this! 💚 2. Share with someone in your network who needs this! 🌮
14029 Comments -
Alexander Saint-Amand
The piece on late bloomers by David Brooks in the The Atlantic reminded me a lot of something we knew well at GLG — people love to teach! And they learn from it, and find new opportunities. Many people specialize early, and are narrowly focused on one area. But once they achieve a certain level of success, it’s not always clear, even to them, the depth or range of what they’ve learned along the way. It’s amazing to discover what you’ve learned. Even academics sometimes forget the joy of teaching a new type of student, or a different subject. All the time at GLG we heard from experts who hadn’t realized how much they knew about subjects that they had picked up over the years. Nick Barnard and Yuval Grauer (just to name two great GLG’ers) have stories about the wonderful discovery that someone makes when they teach for the first time. This realization opened up a whole new world of possibility for them – especially new career options, as Brooks points out. Figuring out what you can teach, talk about and share is a great way to explore what you want to focus on later in your career, and what else you have to give. It’s also relatively easy, compared to a career shift. I’ve seen millions of data points from “experts,” who are really just professionals who decided to share their expertise in a new way. In business terms, the NPS of teaching is super high. Topography Health's physician investigators are no different. They’re often highly accomplished in their fields — think gastroenterologists who have completed 20k colonoscopies — but restless and looking for new ways to contribute to medicine. The ability to conduct research — teaching! — within their practice or system can bloom later in their career. Every physician we support wants to do more research, once they get started. https://lnkd.in/eXawk8hn
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