So if someone has amazing technical capabilities and average communication skills, hire that person over the candidate who is good, but not great at either skill. Instead of hiring for a lack of weaknesses, hire for strengths. When interviewing, it’s easy to go with the well-rounded candidate who is good in many areas and doesn’t have any identifiable weaknesses.
Instead of focusing on detailing what happened, focus on what you can do to improve the situation and do better next time.
Nobody wants to hear your excuses about why something didn’t get done or didn’t go as planned. It will leave you with fewer insights and a strategy with potential holes. It’s easy to look only at what’s going well and act on those positive results while ignoring or explaining away the things that aren’t going well. You’ll learn about hiring for strengths rather than weaknesses, how to set expectations, the importance of trust, and how to choose the right metrics to track.īuy this book on Amazon (Highly recommend)Īccess My Searchable Collection of 100+ Book Notes Key Takeaways What am I not doing?Īs a leader, always ask yourself, “What am I not doing?” This question will often reveal some of the blind spots in your approach and strategy. Actionable life and leadership lessons from Ben Horowitz, the founder of Andreessen Horowitz.
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