Recently a VC, when asked how to scale fast after a large funding round, said the solution was to bring in ‘B’ players and have a process and structure to make them successful. Of course, you want all ‘A’ players, but when raising institutional money you have a mandate to grow as fast as possible — and that often means hiring faster than you can find ‘A’ players.
There’s a saying that ‘A’ players recruit ‘A’ players and ‘B’ players recruit ‘C’ players, not knowing any better. The thought of lowering your standards in order to hire people fast enough to meet investor expectations sounds bad to me, but I understand the pressure. Some startups, with a focus on corporate culture. know that they are sacrificing growth, while maintaining long-term organizational health, by sticking to their hiring standards throughout high-growth periods. One of the biggest challenges is not getting frustrated with hiring for key positions such that you accept someone that has domain expertise but isn’t a good corporate culture fit — don’t do it.
What else? What are your thoughts on bringing ‘B’ players in to scale fast?