This Will Either 10x Your Company Or Kill It

“Hiring is probably the most important thing a founder does.”

Last week, we covered why A players matter.

This week?

How to hunt them down.

I’ve talked to 100s of founders about their biggest mistake, and it is usually not a “how” but a “who”.

Choosing the wrong business partner is like entering business hell. I’ve done it twice. Each time I had to buy out my partner, and it wasn’t cheap.

Problem is, most business builders hire like they’re staffing a youth soccer team.

“Let’s get more players on the field!”

Cool. Now you’ve got 11 toddlers chasing the same ball.

You don’t need more people.

You need the right people.

Let me show you what that looks like.

The Original 10x Engineer

In 1975, Steve Jobs was 20.

Living at home. Working nights at Atari. Smelling like innovation (and probably BO).

His boss gave him a task: 

Build the game Breakout, but with fewer chips.

Jobs didn’t really know how.

So he called the smartest person he knew: Steve Wozniak.

Woz was working full-time at HP. Didn’t need the money. Liked a challenge.

As the story goes, Wozniak worked on the build for 4 nights straight.

The result?

A circuit board using a fraction of the chips Atari expected.

So good, it was basically art. (Too good, actually. Atari had to redesign it because Woz’s version was too advanced for them to build.)

Once you’ve worked with someone like that?

You can never go back.

10x Talent in the Wild

I saw the same thing running a finance business in Latin America.

Our top reps weren’t a little better. They were 10x better — even in small, crappy markets. 

So we gave them the good markets.

Suddenly, they were 20x better.

Same people. Bigger opportunity. Stupid-good results. 

So the right question isn’t:

“How do I get more help?” 

It’s: “How do I get more of these people?” 

Spoiler: It’s probably not on a job board. 

They’re out there. But you need a better system to find them.

We call it the 4 C’s to Top-Level Talent:

Let’s break it down.

1. Curate

Start hiring before you start hiring. 

Follow smart people in your niche on Twitter. Connect on LinkedIn.

Bookmark stuff that makes you say, “Damn, I wish I wrote that / built that / sold that.”

That’s how I found Jacob, one of our writers.

I read his work for a year. Sent him a DM.

Then, when I needed a writer? He was the first call:

Treat talent like a portfolio.

Study first, invest later.

2. Cultivate

Engage without being weird. 

Compliment their stuff. Comment. Ask smart questions. Send them ideas. Hire them for a 1-hour consult. Meet at a conference. 

I’ve been in touch with Brad, one of my newest leaders, for years.

Two years ago, I told him: 

“If you’re ever on the move, let me know.” 

He wasn’t ready then. But when he left his last role, I pounced.

In that moment, he was ready:

3. Close

When it’s time, go hard.

Fly them in.

Meet their spouse. 

Pay more than you’re comfortable with. 

I wasn’t even looking for a company President when I met Marc. I wanted a CRO.

But after one conversation, I knew he was our guy.

I flew him out immediately. I got to know his family, and now he’s a part of our business.

So I changed the org to fit him. 

That’s how good hires work. They change you. 

4. Continue 

Top performers won’t always stay forever. That’s okay.

Even when they leave, keep them close.

If they want to talk shop or pitch their next thing, my door’s open.

They’ve already proven they can build. Why wouldn’t I bet on them again?

Plus, they send better talent than any recruiter ever could, and they might even boomerang back when the timing’s right.

My old Head of Content now runs a 7-figure business.

We still trade notes.

Even though he left, I couldn’t be more proud of him for becoming an owner.

Shoutout Joe.

Real Talk

You don’t stumble into top talent.

You spot it.

You earn it. 

And you build around it.

As you build, stop thinking like a hiring manager… 

…And start thinking like a scout.

That’s the game.

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