Season 10 in Review

Some of the best TA leaders I've worked with, the way that I learned from them was by doing it with them.

There's this sort of intangible thing that you can't necessarily put your finger on as to how you do it.

And if you try and explain that to somebody, they're not always going to get it.

They're not always going to see that thing you do that helps you manage that candidate through a tricky process or through delays or whatever.

through whatever it might be or helps close that offer when they're on the fence between two different things, you know.

So I think if you can jump in with your team and do some of these things with them, not only are you kind of helping on that role and helping the business need at that particular moment, but also through osmosis, through doing it with you, I think they'll also, they'll learn a lot.

So I call it the four legs of the stool.

So whenever it comes down to workforce planning and headcount planning and trying to make sure that we're going to hit our revenue targets and we're going to execute on our roadmap.

Talent is the number one priority.

If that's true, which I would argue it is true, then you need to have recruiting in those meetings every week.

Recruiting should actually be the one to bring everyone together.

H.R., finance and the operating teams.

So those four legs of the stool, keep the stool from wobbling and making sure that they're all connected.

What I've done in the past, anytime I've gone in and started a new role is immediately built the relationships with those other three teams and called us to come together in the spirit of execution and delivery for the company.

I had to see what worked for me.

I had to experiment.

And you look back on all the stuff that actually worked.

You run your LinkedIn, your analytics through, you know, ChatGBT.

What worked for me? What's worked well? Look at my posts.

Which ones have worked well? And then you'll start to see, okay, this is a pattern.

Okay, well, I'm just being myself on video.

People seem to... kind of enjoy that more or like it seems to cut through more noise and I tried the whole thought leadership thing right me trying to like pretend that I knew exactly what I was talking about like as an expert the fact of the matter is there are no experts in recruitment or TA because it's constantly evolving

if the founders themselves aren't clear on the hire that we're trying to make and I'm talking if you've got multiple founders right you've got a CTO and a CEO let's just say that right If you're not clear together, that's where you're going to have your biggest bottleneck in hiring.

So from my experience, genuinely, it is unclear expectations creates the problem because one founder thinks that this person is amazing because of X, Y, and Z.

And the other founder says, no, it is polar opposite, but neither can put into practical words why they don't agree with each other.