Managers should customize their approach to each individual in their team to bring out the best in them.
Thorough diligence and evaluation are necessary when hiring executives to ensure the right fit for the company's culture and long-term success.
Exceptional talent possesses traits like curiosity, results orientation, and adaptability, which contribute significantly to a company's success.
Deep dives
Managers Need to Manage Different People Differently
Managers need to understand the unique needs and motivations of each individual in their team, rather than applying a one-size-fits-all approach. Treating others as you want to be treated, the Golden Rule, is not an effective rule for management. Managers should study their team members to figure out what brings out the best in them. This is especially important when managing a diverse team. It is crucial to adapt leadership styles and management strategies to cater to individual differences and get the best results.
The Importance of Executive Hiring and Assumptions
Making assumptions about the skills and experiences of potential executive hires can lead to poor decision-making. Hiring executives requires thorough diligence and careful evaluation of their track records, values, and fit with the company's culture. It is essential to scrutinize candidates beyond their successes and learn from their previous hiring experiences. The hiring process should focus on finding the right match between what the company needs and the skills and aspirations of the potential executive. Effective hiring and onboarding greatly contribute to the long-term success and growth of a company.
The Power of Curiosity, Results Orientation, and Adaptability
When identifying exceptional talent, traits like curiosity, results orientation, and adaptability play crucial roles. Exceptional individuals are lifelong learners who continually seek growth and development. They are driven by achieving results and demonstrate resilience when faced with challenges. These individuals take ownership of their work and exhibit agency by actively driving positive changes within their teams and organizations. Cultivating and recognizing these traits in potential hires can lead to the recruitment of high-performing individuals who contribute significantly to the success of the company.
Balancing High Standards, Constructive Feedback, and Support
Leaders aiming to create a high-performing team should strike a balance between setting high standards, providing constructive feedback, and offering support. By focusing on the work and task rather than judging individuals, leaders can create an environment of continuous improvement. This can be achieved by using curiosity and questioning to foster self-assessment and learning. Leaders must also engage in open and honest conversations, providing specific feedback and empowering team members to work on areas for growth. Balancing high standards with supportive leadership encourages personal development, accountability, and a commitment to achieving exceptional results.
Creating a Feedback Culture
One of the main takeaways from the podcast is the importance of creating a feedback culture. Reid Hoffman, co-founder of LinkedIn, emphasizes the need for leaders to actively listen and encourage open feedback. By fostering a culture where people are unafraid to voice their opinions, leaders can gain valuable insights and make better decisions. This feedback-focused approach applies to companies of all sizes and industries.
Combining Strictness and Kindness in Leadership
Dominique Crenn, a Michelin star chef, challenges the perception of tough leadership styles in the restaurant industry. She believes in being strict, but also kind and empathetic towards her team. Crenn emphasizes the importance of setting high standards while still caring about the well-being of her employees. This approach, which balances expectations and support, helps create a positive and productive work environment.
Claire joined Stripe as its COO back in 2014 and, over the course of her nearly seven years in the company’s executive suite, she oversaw rapid growth as Stripe scaled from under 200 employees to over 7,000. Prior to Stripe, she spent 10 years at Google leading various high-impact business teams.
In today’s conversation, In today’s conversation, Claire takes us behind the scenes at some of the most pivotal moments in her life that turned her into the type of leader she is today, including:
The inside story of her lengthy, no-stone-unturned process of interviewing with the Collison brothers for the COO seat.
How she applied some of those same lessons for hiring exceptional talent, including the right way to do reference checks and her own theories on why it’s so hard to get executive hiring right.
How her parents instilled her deep curiosity and fierce independence at a very young age.
Why she believes all high-performers are “learning organisms.”
