What’s the best way to manage customer feedback?

Ben Foster (Currently advising 10+ companies, 16 yrs PM/UX experience, VP Product at Opower, PM at eBay)
What’s the recipe for invention? – PM Rant

Recognize that ideas you hear (as a Product Manager) are typically shorthand for problems and solutions. Usually, with a little abstraction, youll discover some real nuggets.

What’s the best way to give feedback?

Ben Foster (Currently advising 10+ companies, 16 yrs PM/UX experience, VP Product at Opower, PM at eBay)
What’s the recipe for invention? – PM Rant

No is not a complete answer; a complete answer is, yes, if only we had “fill in the blank”. You’d be amazed how often simply stating what would make things easier can do for relationships, for earning trust, for identifying root issues, and most importantly for driving innovation.

What’s the best way to evaluate a potential hire?

Ben Foster (Currently advising 10+ companies, 16 yrs PM/UX experience, VP Product at Opower, PM at eBay)
The Best Personality Type for Product Management – PM Rant

If I were forced to hire based on Myers-Briggs alone, I would hire my first Product Manager as an INTJ. Entire U. S. population: only 2. 1% is INTJ. eBay Product Management: INTJ accounted for over 50%

What’s the best way to manage customer feedback?

David Jackson (Founder, Seeking Alpha)
Balancing product vision and listening to customers | A Founder’s Notebook

Finding the right mix of vision and listening is hard. It varies over time, and getting it wrong can lead to failure.

David Jackson (Founder, Seeking Alpha)
The challenge of pitching your app to journalists or VCs | A Founder’s Notebook

One of the situations where your product (such as a mobile app) gets judged by the wrong criteria is when you talk to journalists. For many products, journalists aren’t your target users, so they have limited patience. I found that getting journalists to install our app, including choosing 5 stocks, was tortuous.

Des Traynor (Founder & Chief Strategy Officer at Intercom)
5 mistakes we all make with product feedback

If you want to improve your onboarding, only listen to people who recently signed up. If you want to improve a feature, only talk to those who use it.

Des Traynor (Founder & Chief Strategy Officer at Intercom)
5 mistakes we all make with product feedback

Distinguish free from paying feedback. Periodically check in with users.

Des Traynor (Founder & Chief Strategy Officer at Intercom)
5 mistakes we all make with product feedback

Ask users for feedback on day 30, 60, 120, 365, etc. Sightly more advanced — gather feature specific feedback based on usage.

Sam Gerstenzang (Director of Product at Imgur)
16 product things I learned at Imgur — Medium

Public forums are not a useful way to get feedback, but are a useful way to get buy in from the community. This is true of both online and offline communities.

Sam Gerstenzang (Director of Product at Imgur)
16 product things I learned at Imgur — Medium

Communities are unpredictable. Don’t take the community’s criticism too personally or you’ll become afraid of change and slow. Instead, be open, thoughtful and move quickly.

David Jackson (Founder, Seeking Alpha)
How to use net promotor score surveys to improve your product | A Founder’s Notebook

Using NPS survey responses has an advantage over mining usage data: the verbatim comments from detractors can tell you what’s missing from your product or what’s wrong with it, whereas usage data can only tell you what’s successful.

Sachin Rekhi (Group Product Manager at LinkedIn)
A Practitioner’s Guide to Net Promoter Score (NPS) | Sachin Rekhi

The most actionable part of the NPS survey is the categorization of the open-ended verbatim comments from promoters & detractors. Each survey we would analyze the promoter comments and categorize each comment into primary promoter benefit categories as well as similarly categorize each detractor comment into primary detractor issue categories.

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: We don’t care enough to give you constructive feedback

Most of the time, people won’t bother to give you feedback. But when someone does care enough the ball is in your court. You can react to the feedback by taking it as an attack, deflecting blame, pointing fingers to policy or the CEO. Then you’ve just told me that you don’t care enough to receive the feedback in a useful way. Or you can pass me off to a powerless middleman, a frustrated person who mouths the words but makes it clear that the feed… (read more)

Ben Foster (Currently advising 10+ companies, 16 yrs PM/UX experience, VP Product at Opower, PM at eBay)
What’s the recipe for invention? – PM Rant

Recognize that ideas you hear (as a Product Manager) are typically shorthand for problems and solutions. Usually, with a little abstraction, youll discover some real nuggets.

Eric Ries (Author, The Lean Startup)
The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses

…the facts that we need to gather about customers, markets, suppliers, and channels exist only “outside the building.” Startups need extensive contact with potential customers to understand them, so get out of your chair and get to know them. The first step in this process is to confirm that your leap-of-faith questions are based in reality, that the customer has a significant problem worth solving. (p.88)

Tristan Pollock (Entrepreneur in Residence and Venture Partner at 500 Startups)
14 Marketplace Mistakes That Are Killing Your Startup | 500 Startups

Buyers are silent judges of your success: treat them well and they’ll spend money, otherwise they’ll just silently disappear.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Massively Multiuser Feedback – AVC

Finding the right balance between listening to your users and becoming hostage to them is hard. When you operate a large and public channel for these users, it is even harder. Being a CEO requires great listening skills, the ability to really hear and internalize opposing views, and then, ultimately, the courage to make the decision and go with it. That is true in terms of managing your team and your company and it is also true in terms of managi… (read more)

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Watch What They Do, Not What They Say – AVC

Loyal users are always going to hate a big change to a service they use every day. I recall the outrage when Facebook rolled out the news feed, which has become the central feature of its product. It was as if they had destroyed the service.
Users’ actions will tell you what they think about a change more than what they write (on your platform and elsewhere).

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Getting Feedback and Listening To It – AVC

People tell you what they think you want to hear. That you are so smart. That you are so successful. They suck up to you. And it goes to your head. You believe it. I am so smart. I am so successful.
You have to get out of that mindset because it is toxic.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Continuous Feedback – AVC

Companies are using simple web tools to get continuous feedback on their performance. They are using this kind of approach to do performance reviews of everyone in the organization, they are using this kind of approach to get feedback from their customers, and they are using this kind of approach to get feedback from their Board, investors, and advisors. This makes a ton of sense. Startups are rapidly changing systems. If you use an annual review… (read more)

David Sacks (CEO at Zenefits)
New Sales Models – David Sacks, Founder and CEO of Yammer – YouTube

If you need continuous innovation like faster horses, listen to your sales team. If you need distruptive innovation like make a car, they won’t tell you that. They’ll mirror what your buyers are telling you.

David Sacks (CEO at Zenefits)
New Sales Models – David Sacks, Founder and CEO of Yammer – YouTube

Don’t listen to idiosyncratic feedback, make sure that lot’s of customers want it. Make sure that feedback goes toward the product you have, not the product they want. Be careful not to overindex for the buyer, you need to create value for the end-user.

David Jackson (Founder, Seeking Alpha)
When your product change is greeted by a torrent of complaints, what should you do? | A Founder’s Notebook

Its easy to react emotionally to negative feedback. But as Eli Hoffmann (SAs VP Content) points out, a torrent of user complaints shows that people really care about your product.

Jason Lemkin (Managing Director at Storm Ventures, SaaStr.com)
What are the potential dangers in using a Freemium model? – Quora

The less the customer pays, the more feedback they provide, and the less engaged they are (making their feedback worse). The best feedback and least noisy feedback is from your most engaged (and generally most profitable customers). The biggest risk of all is listening to all the wants/wishes/complaints from the free and low-value converts and potential converts.

Des Traynor (Founder & Chief Strategy Officer at Intercom)
5 mistakes we all make with product feedback

Treat every clustering of feedback that you see as a hypothesis, and then don’t build it, verify it. Don’t assume users request the right features: It’s essential to abstract a level or two above what’s requested, into something that makes sense to you, and benefits all your customers.

Eran Aloni (Head of Products at EchoSign)
Feedback versus vision in product management | A Founder’s Notebook

The trick is finding the point where feedback merits changing course. Small changes are usually easy to digest and act on, but acknowledging that key parts of your vision are flawed and that so much energy and effort are about to go down the drain goes against our nature and our inherent tendency to stay on course and reach our goal, even it’s no longer the right goal.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Survata – AVC

We’ve been using a tool at USV recently that I like. It is called Survata and it allows to you to create a survey and then target it at whatever number of completes you want. You can target it to respondents in 17 countries “by age, gender, geography, and custom attributes.” It is helpful for us to get a sense of what is going on in a market quickly. We generally go for thousands of completes and we get results within three to seven days. We have… (read more)

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Use Social Sharing Platforms Like A Panel – AVC

You can turn your followers on social sharing platforms into a panel that will allow you to understand them and connect with them better.

What’s the best way to give feedback?

David Jackson (Founder, Seeking Alpha)
The “incredible beauty” of mistakes | A Founder’s Notebook

The key is to ascribe mistakes and problems to weaknesses in a process, not to personal failings. The mistake is therefore a gift — it exposed a weakness in your underlying process which you can now fix.

Ben Foster (Currently advising 10+ companies, 16 yrs PM/UX experience, VP Product at Opower, PM at eBay)
What’s the recipe for invention? – PM Rant

No is not a complete answer; a complete answer is, yes, if only we had “fill in the blank”. You’d be amazed how often simply stating what would make things easier can do for relationships, for earning trust, for identifying root issues, and most importantly for driving innovation.

Unknown (who knows!?)
How to listen without judging — a guide for managers | A Founder’s Notebook

Judge the outcome, not the person. If someone delivers a sub-standard result, then I try to see it as a function of the strategy being wrong or the execution being wrong, but not the person being bad at it. Part of the mentorship challenge is figuring out what motivates the person. Some people respond well to a harsh critique – it shakes them up and gets them focused on really improving. For me, as a worker, earned praise is a really awesome psy… (read more)

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Why Startups Should Train Their People – Ben’s Blog

If you don’t train your people, you establish no basis for performance management. As a result, performance management in your company will be sloppy and inconsistent.

David Jackson (Founder, Seeking Alpha)
Getting performance reviews right starts with clarity about the goals | A Founder’s Notebook

With the reviews I’m about to do now, I have different goals: 1) Listen. Ask broader questions than you get to ask in the course of a normal days work. 2) Congratulate. Step back, view the big picture, and congratulate someone for what they’ve achieved. 3) Focus. Once someone has chosen which company to work for, only one thing determines their success. In a review discussion, can you find ways to increase that?

David Jackson (Founder, Seeking Alpha)
Getting performance reviews right starts with clarity about the goals | A Founder’s Notebook

Mess ups like that clarified for me what I should NOT try to achieve with a performance review: Not for setting goals goal setting and tracking is too important to be left to a periodic review. Not for reporting on progress people should have clear metrics which they track themselves, so their achievements should be obvious without a review. Not for warning about underperformance if someone is underperforming, you should tell them immediately and… (read more)

Joanne Lipman (Chief Content Officer of Gannett)
Women at Work: A Guide for Men – WSJ

[5 Tips for Men Who Manage Women] 1. Don’t restrain yourself when giving feedback. 2. Actively include them in meetings. 3. Consider them for promotions even if they don’t ask. 4. Cut the cute talk — don’t talk condescendingly to women. 5. Understand that having kids doesn’t mean the end of ambition.

Eli Hoffmann (CEO at Seeking Alpha)
Eli Hoffmann (@EliHoffmann) | Twitter

[I say] Hey. You aren’t hitting your targets. I’m not sure what’s going wrong, but I need you to hit them. What I need from you is a game plan. What’s going to change that will get us back on track? You probably need some time to think about this. When should we meet again to review your game plan? Also, it’s important for you to know that I want you to succeed. If there’s anything I can do to make you more successful, let’s discuss that and I’ll… (read more)

Laszlo Bock (SVP of People Operations for Google)
Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

Nudging involves subtly changing the structure of the environment without limiting choice.

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: “When I want your opinion…”

As you get better at your job, people will ask for feedback. The most powerful feedback is based on data and experience. “Actually, no, we shouldn’t put the Crockpots on sale, because every time we run a promo our Crockpot sales have been dwindling, and anyway, the big online store still sells them for less than we do.”

These are facts, things we can look up and argue about whether they matter. It’s also interesting to get feedback based on test… (read more)

Robert Lakin (Business and Financial Communications Specialist, Formerly at McKinsey)
Working With McKinsey: How to give McKinsey-style feedback: The McKinsey Feedback Model

“When you did [X], it made me feel [Y]. In the future, I would recommend that you do [Z]”

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
How Andreessen Horowitz Evaluates CEOs – Ben’s Blog

When measuring results against objectives, start by making sure the objectives are correct. CEOs who excel at board management can “succeed” by setting objectives artificially low. Great CEOs who fail to pay attention to board management can “fail” by setting objectives too high.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
How Andreessen Horowitz Evaluates CEOs – Ben’s Blog

CEOs should be evaluated against their company’s opportunity – not somebody else’s company. Hoping that VMWare can be as capital light as SolarWinds or trying to get Yelp to grow as fast as Twitter doesn’t make sense and can be quite destructive.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Taking To Dos and Moving Up The Y Axis – AVC

If you think about what you are trying to accomplish in a meeting with someone you are managing and you plot the following: one the x axis – whether you clearly communicated the issue to the person; on the y axis – whether they walk out of the meeting happy or mad at you. Dick’s point is you want to optimize for the x axis, clear and crisp communication, and not worry too much about the y axis.

David Jackson (Founder, Seeking Alpha)
How the “too nice” manager kills your career | A Founder’s Notebook

The “too nice” manager kills your career.

Seth Sternberg (CEO and Co-Founder at Meebo)
Seth’s Blog | Random thoughts about whatever

Set up a weekly meeting with you, the PM, the lead engineer and the lead designer. Don’t make these too frequent – twice a week at most early on in a product lifecycle. Probably no less than every 2 weeks for a more mature product. In these meetings, you have free reign to give very detailed feedback. You can get quite detailed. But then when the meeting’s over, it’s over. No drive-bys, no random comments. Wait for the next one

What’s the best way to evaluate a potential hire?

Claudio Fernandez-Araoz (Executive Board of Quilmes International, General Manager of the Quilmes Brewery)
21st-Century Talent Spotting

The first indicator of potential we look for is the right kind of motivation: a fierce commitment to excel in the pursuit of unselfish goals. We consider motivation first because it is a stable—and usually unconscious—quality. If someone is driven purely by selfish motives, that probably won’t change. We then consider four other qualities that are hallmarks of potential, according to our research: Curiosity: a penchant for seeking out new experie… (read more)

Jason Lemkin (Managing Director at Storm Ventures, SaaStr.com)
From the perspective of a CEO, what are the most underrated skills most employees lack? – Quora

Ownership. Most employees just can’t be owners. This may not matter at Adobe, or Google, or wherever. But up until you have 500 employees or so, the CEO is looking for owners. People that don’t just play a role, but truly own something, that make 100% sure it comes in ahead of time and ahead of expectations — with as little drama as possible.

Rachel Feintzeig (WSJ management reporter)
The Boss Doesn’t Want Your Résumé – WSJ

Bosses say blind hiring reveals true talents and results in more diverse hires. So-called “blind hiring” redacts information like a person’s name or alma mater, so that hiring managers form opinions based only on that person’s work. Companies invite job candidates to perform a challenge — writing a software program, say — and bring the top performers in for interviews or, eventually, job offers.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
The Right Kind of Ambition – Ben’s Blog

People who view the world through the me prism might describe a prior company’s failure in an interview as follows: “My last job was my e-commerce play. I felt that it was important to round out my resume.” Note the use of “my” to personalize the company in a way that it’s unlikely that anyone else at the company would agree with. In fact, the other employees in the company might even be offended by this usage. People with the right kind of ambi… (read more)

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
The Right Kind of Ambition – Ben’s Blog

On the other hand, people who view the world purely through the team prism will very seldom use the words “I” or “me” even when answering questions about their accomplishments. Even in an interview, they will deflect credit to others on their previous team. They will tend to be far more interested in how your company will win than how they will be compensated or what their career path will be.

David Heinemeier Hansson (Partner at Basecamp)
The limits of trying to test people when you’re hiring | A Founder’s Notebook

The only reliable gauge I’ve found for future programmer success is looking at real code they’ve written, talking through bigger picture issues, and, if all that is swell, trying them out for size.

Basecamp (Basecamp is a project management tool that offers a variety of customer service options.)
This advice on how to get a job tells managers exactly what to look for when hiring | A Founder’s Notebook

When you’re hiring, seek out people who are managers of one. Whats that mean? A manager of one is someone who comes up with their own goals and executes them.

Alex Jumašev (Founder & CEO of Jitbit)
Startup hacks we learned in 2013

Instead of asking tricky interview questions trying to understand if someone is a good fit – hire them for a task after a very basic interview. And “friendly-fire” them in case they fail.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
How to hire senior executives for your startup | A Founder’s Notebook

Get backdoor and front-door references

David Jackson (Founder, Seeking Alpha)
Hiring millennials – what to avoid | A Founder’s Notebook

Great people don’t have a sense of entitlement. They’re prepared to roll up their sleeves to get stuff done. And because they succeed, they end up with better careers and far greater financial rewards than the people who feel entitled.

Dharmesh Shah (Co-founder and CTO of HubSpot)
Happy Birthday HubSpot! 9 Lessons From Our First 9 Years

Imagine you hired this person. Would you issue a press release to let the world know that you brought this awesome person on board? If so, you’re probably more focused on what they’ve done instead of what they will do for you. Don’t get me wrong, if you can get someone that’s a great fit and they’ve accomplished something in the past, and you think that’ll translate to doing great things at your company, go for it — and may the force be with y… (read more)

Laszlo Bock (SVP of People Operations for Google)
How to get a job at Google

The no. 1 thing we look for is general cognitive ability, and it’s not I. Q. It’s learning ability. [The second] is leadership — in particular emergent leadership as opposed to traditional leadership. What else? Humility and ownership.

Marina Janeiko (Developer at GitLab Inc)
What to look for when hiring someone to work remotely | A Founder’s Notebook

What skills or mindsets are you looking for when hiring for remote positions? People who write well, since most communication is written. People who are self motivated, since there is no one around to tell them what to do. People who are curious, because they tend to try things rather than sitting around and waiting for instruction.

Mark Zuckerberg (Founder & Chairman & CEO at Facebook)
How To Get Ahead: Entrepreneurial Lessons From Mark Zuckerberg

Over time, what I figured out was that the only actual way to let someone analyze whether someone was really good was if they would work for that person. (in essence “Would you want to work for this person?”)

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Is it OK to Hire People from Your Friend’s Company? – Ben’s Blog

[When considering hiring an employee from a friend’s company…] once the you become aware of the conflict between hiring the superstar employee and double-crossing your valued friend, you should get the issue onto the table by informing the employee that you have an important business relationship with his existing company and you will have to complete a reference check with the CEO prior to extending the offer. Let him know that if he does not … (read more)

Dr. Todd Dewett (Executive Coach)
Trial periods and deferring premium pay | A Founder’s Notebook

Use non-permanent initial employment. Defer premium pay. Instead, go market or submarket. Are you willing to pay top wages for top talent? Yes. Should you pay it before seeing what they can do? No.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Is it OK to Hire People from Your Friend’s Company? – Ben’s Blog

A good rule of thumb is the reflexive principle of employee raiding which states: “if you would be shocked and horrified if company X hired several of your employees, then you should not hire any of theirs.” The number of such companies should be small and may very well be zero.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Gaurav Dhillon 2.0 and His All New Integration Company – Ben’s Blog

In summary, one general rule of mine is don’t hire or fund rich people. The reason? Building a technology company is hard. It’s really frackin’ hard. Many of the tasks that you do when building one are no fun. When things go wrong as they always do, it’s no fun at all. Rich people tend to like to work on things that they enjoy, because if they don’t enjoy it, well, they are already rich. When the going gets tough, the rich get going . . . to thei… (read more)

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Hiring Executives: If You’ve Never Done the Job, How Do You Hire Somebody Good? – Ben’s Blog

Know what you want. [Avoid] hiring on look and feel, looking for someone out of central casting, and valuing lack of weakness rather than strength

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Hiring Executives: If You’ve Never Done the Job, How Do You Hire Somebody Good? – Ben’s Blog

The very best way to know what you want is to act in the role. Not just in title, but in real action—run the team meeting, hold 1:1s with the staff, set objectives, etc. In addition to acting in the role, it helps greatly to bring in domain experts.

Dr. Dana Ardi (Corporate Anthropology Advisors)
MBA Mondays: Guest Post From Dr. Dana Ardi – AVC

Winning contemporary workplaces stress innovation. They believe that employees need to be given an opportunity to make a difference – to give input into key decisions and to communicate their findings and learnings to one another.

Dr. Dana Ardi (Corporate Anthropology Advisors)
MBA Mondays: Guest Post From Dr. Dana Ardi – AVC

Avoid hiring only superstars. It’s about company teams, not just the individual. Sure, it’s totally tempting to create an All-Star team, but in case you hadn’t noticed, those people don’t pass the ball, they just shoot it.

Dr. Dana Ardi (Corporate Anthropology Advisors)
MBA Mondays: Guest Post From Dr. Dana Ardi – AVC

New hires are more than just the college or university they attended. In short, don’t hire credentials, hire people.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
MBA Mondays: Best Hiring Practices – AVC

Hiring is a process and should be treated as such. It is serious business. The first step is building a hiring roadmap which should lay out the hiring plan over time by job type. This should be built into your operating plan and budget. You want to be very strategic about how you invest your scarce resources into hiring and think carefully about when you need to add resources.

Ryan Howard (Founder @ Practice Fusion)
Transcript: Protecting yourself as the founder; Ryan Howard | VatorNews

The wrong leader – choosing the wrong leader can set your company back by more than a year. I’ve seen this first hand multiple times. Let’s take sales for example. It might take three to six months to hire someone, another three months to get them on board and that’s actually being quite friendly. On the life sciences front, I’ve had searches using professional search firms that take more than a year. It can be quite painful to find the right per… (read more)

Ryan Howard (Founder @ Practice Fusion)
Transcript: Protecting yourself as the founder; Ryan Howard | VatorNews

What I found over time is that definitively, they should be able to do the job, but in addition, they would have to be a culture fit. The reality is you’re going to spend more time with these individuals likely than your partner or spouse so you have to get along. It’s the only way that you’re going to build long term value together. Total assholes, again, will just ruin your culture. Whether other people admit it or not, people will quit because… (read more)

Mitchell Harper (Co-Founder & Board Member @ Bigcommerce)
28 things I’d do differently next time around — Medium

Assume all resumes are B.S. and back channel at least 5 people who worked with, for and above each candidate

Ryan Hoover (Founder at Product Hunt)
Blogging is the New Resume

Blogging is the new resume. Blogging is an effective way to illustrate expertise, personality, and most importantly, thought process. The way product managers, UX designers, and other “non-technical” roles think, communicates their ability and culture fit. Resumes lack this entirely…

Ryan Hoover (Founder at Product Hunt)
Startup Lessons Growing from 10 to 100 | Ryan Hoover

Hire people that intimidate you.

Ben Foster (Currently advising 10+ companies, 16 yrs PM/UX experience, VP Product at Opower, PM at eBay)
The Best Personality Type for Product Management – PM Rant

If I were forced to hire based on Myers-Briggs alone, I would hire my first Product Manager as an INTJ. Entire U. S. population: only 2. 1% is INTJ. eBay Product Management: INTJ accounted for over 50%

Ryan Howard (Founder @ Practice Fusion)
Transcript: Protecting yourself as the founder; Ryan Howard | VatorNews

Check references. I never check any references a candidate gives me, board or executive candidate. Go on Linkedin, do the due diligence, get the real data because if you don’t, you’re going to find out the hard way.

David Jackson (Founder, Seeking Alpha)
How to test job candidates for “learning agility” | A Founder’s Notebook

How good are the questions this person asks?

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: No direction home

Can you show me a history of generous, talented, extraordinary side projects?
Have you ever been so passionate about your work that you’ve gone in through the side door? re you an expert at something that actually generates value?
Have you connected with leaders in the field in moments when you weren’t actually looking for a job? Does your reputation speak for itself?
Where online can I see the trail of magic you regularly create?

David Jackson (Founder, Seeking Alpha)
Can you be a great business leader if you’re lazy? | A Founder’s Notebook

Clever and lazy people make good modern business leaders because they:insist on taking the time and space required to create, and to find new ways forward; are natural delegators; are always looking for simpler, easier ways to do things; focus on the essentials, and despise ‘busywork’. But perhaps a better description than “lazy” would be “always looking for scalable solutions which reduce brute labor and complexity”.

What’s the best way to create and drive innovation?

“No” is not a complete answer; a complete answer is, “yes, if only we had <fill in the blank>”. You’d be amazed how often simply stating what would make things easier can do… for relationships, for earning trust, for identifying root issues, and most importantly for driving innovation.

Ben Foster in What’s the recipe for invention?

(h/t David Jackson in How to develop a culture of yes)