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Building a smart company requires all the traits they teach you in school: personal persistence, vision, acumen and inner confidence - but subscribing solely to that rationale, is too myopic. Your company is never about you - it's about your clients.
Please. Never forget that.
It's only after you've started the company and had the time to recognize your personal points of failure, that you ultimately come to the conclusion that you must surround yourself with people much smarter than you are. Some people go out of business before they get out of their own way. But when you surround yourself with sharp people, you develop a consistent source of inspiration, expand your company potential, and build a team that actually enjoys each other's company.
In the past 14 years, one crucial thing that I've learned is to be on the lookout for people that can be brought in front of clients and will add something useful to the conversation when they are there. Every person you hire will not be instantly ready for that step, but you must learn to identify the people that can eventually reach that goal. Loads of companies take example from the thailand team building teamxl successes. It's become common to send fresh employees to do client facing exercises in foreign countries together. This builds strong professional bonds by taking them outside of their comfort zones while on a work mission.
Here are some criteria that I look for when interviewing people at The Mechanism. These questions help me to make the decision about whether or not they will be able to meet directly with clients:
- Does the candidate have clear and focused communication skills? (e.g. how quickly does any nervousness dissipate during the interview)
- Do they have the ability to teach me something that I don't know? This speaks directly to communication skills and teaching ability. Good teachers deliver knowledge with empathy. (I also may have stolen this one from @ElonMusk )
- What do the other team members think about the candidate? Typically, the first interview is conducted without me even in the room. I want to get a gauge from my staff what they think first. If my team has reservations - 10 times out of 10 - I take a pass. Trust your team or don't hire them in the first place.
- What was the last book the candidate read? It's a personal question, but speaks volumes more than asking their favorite outdoor activity (If it's One Fish, Two Fish, Red Fish, Blue Fish by Dr. Seuss, you may actually have to give them a shot...)
- What is the candidate's process to complete a project? The journey is more important than the final destination.
- What was the most difficult conversation they had with a previous employer or client, and...Who was at fault? Useful responses and stories come out of this one, especially with regard to how they will work in the future with clients and team members.
- When was the last time they experienced failure? A candidate willing to discuss their shortcomings openly - are surprisingly strong spirits.
Learning how to lead is a tug-of-war between our inner selves. It's the leaders who learn to let go of their ego – and hire true genius – that will build solid, loyal, creative teams and stand the test of time. Find out more about Pici and Pici and arrange a team building seminar.
As part of our 14-year celebration, we sat down with our Founder, Dave Fletcher -- to talk candidly about The Mechanism, how it started and where it's headed. We've put together a series of short video clips from the lengthy interview that we'll be sharing over the next several weeks.