Who Should Your First Hire Be?
Hiring is hard. This is a topic that fills books. I ran into an old friend recently on a plane (public company CEO) and he put forward that the second biggest mistake you could make as a senior executive was to hire the wrong person (the first biggest mistake was not firing them as soon as you figured it out). When you’re a little company with limited resources, though, the temptation is to hire the first suitable candidate that walks in the door….your time is limited, the need to get help is acute and you may be feeling a bit humble about your place in the world (assuming your last name isn’t Andreessen or you aren’t funded by Kleiner Perkins). You may be tempted to hire someone who is more of a friend than ideal candidate (with the thinking, “I know them, I can trust them & besides, isn’t being able to make these decisions what having your own company is all about?”).
But this is also one of your first opportunities to show discipline and make a good executive decision. So who should you hire? Well, a key attribute of being an entrepreneur is knowing your own weaknesses. So, start with this hire. Map out the company’s next six months of challenges and hire someone who best complements you in the areas where you are weakest. While I would try to find someone who could stay for the long term, I’d worry less about whether they can scale into a senior position or will always be a role player. Just find that person who will give you the most leverage over the next six months. Someone who can own a set of discrete mission-critical (and everything you do should be mission-critical) tasks for the medium-term.
Add comment May 8th, 2007
