Mark DaoustBootstrapping a startup is challenging, so when a company with very little capital starts to gain some traction and market recognition, it s a relief for the founder to finally face questions about expanding operations.
Figuring out my hiring model, however, proved more challenging than I anticipated.The way I saw it, there were only two viable approaches: the first was to hire highly skilled salespeople who could work independently and be trusted with important decisions.
The second approach would be to design systems that would address individual tasks that needed to be managed.
Luckily, the experience enabled me to reframe my thinking and course correct my hiring practices in a way that proved invaluable to getting my company off the ground.Outlining hiring needs too broadly doesn t workThe skills I initially targeted were those of good salespeople.
But to his credit, Jason Yelowitz is a persistent man, and I finally agreed to him coming on board.
This has led to higher productivity because everyone feels truly vested in the company s success.Developing your own hiring modelIf someone asked me for advice, I would tell them the following: Take the time to analyse your product or service and focus your hiring model.