On my last post I picked up some parts to share here, on this one I will talk about my impressions on the last chapters. Later on I will translate both posts (English-Portuguese-English).
First of all, few words that I let miss on my first post. Having worked in a startup before (who doesn’t, being a young adult in 2016? ~joke~), I couldn’t agree more on the sections that are 100% advice to new businesses. Yes. You listened well, new businesses, not startups. As the authors say (page 56), “startup is a magical place. It’s a place where expenses are someone’s else problem. It’s a place where that pesky thing called revenue is never an issue. (…) It’s a place where the laws of business physics don’t apply”. This advice plus the “Outside money is a plan Z” should be listened carefully by each business owner wannabe. A friend of mine, a real serial-entrepreneur, had already told me before about the odds of being invested (like focusing more on what investors want than on what customers want), and it was nice to read it again here, with this clarity.
The Promotion chapter is much about content, sharing and transparency. If you know something, teach it. If you have some nice habit, show it. If you know your work is wonderful, give a small part for free. If you want to deliver a remarkable experience, remember that Marketing is an activity done by everyone in your team, all the time. Marketing is “the sum total of everything you do”. (Marketing is not a department, page 193).
I agree with most of the Hiring chapter’s content, mainly when we are talking about seeing the work environment as a contemporary one – not the one that still reflects the world right after the Industrial Revolution. Giving more emphasis to grades, CVs and famous schools when analysing a candidate is not effective for understanding what to expect from that person in a daily basis. That is much more counting when we talk about companies and people that match. CVs and famous schools, alone, do not talk about grit, values or purpose. And most part of the times, a CV works as a roughly filter, that excludes the too much deviant patterns – which may not be good, in some situations – in a too much subjective way. So, why keep using CVs?
Others good advices from this chapter can be found at:
– Résumés are ridiculous (page 210)
– Forget about formal education (page 215)
– Hire managers of one (page 220)
– Hire great writers (page 222)
– The best are everywhere (page 224)
– Test-drive employees (page 227)
The Damage Control chapter
It is most about being honest, being present and being human. Basically, don’t act as a jerk. Act as a person, not as a cold old school company and put yourself the other person’s shoes. Things that should be obvious, but are far from that in the artificial corporate world.
In my honest opinion, the following sections (Speed changes everything, page 235 & Put everyone on the front lines, page 241), are valuable advices to make the whole business work better. They are all about respect and attention towards your customers, your candidates and the society, ultimate stakeholder of all businesses.
After all, it is a great contemporary book (even if it was published on 2010, it still brings great value to most part of companies) and I am wondering how will it be to rework ten years from now?
ps: highlight for the simple and beautiful design and for the spirituous section’s titles, such as “Emulate Chefs” or “Drug dealers get it right”.