Daniel Freeman who runs product marketing and Jay Simons, new head of marketing, chatting with Mike Cannon-Brookes (back) in our new SF office. That’s Jay’s weimaraner named Sydney, also a great API developer.
In May, we completed the search for a vice president marketing which I wrote about last year. I promised to blog about the search when it was done, so here’s Part II on tips for recruiting executives and senior people.
1. The best candidates are referred by friends.
Our new head of marketing Jay Simons was referred by Kathleen Reidy of the 451 Group, a really bright industry analyst I had the pleasure of meeting last year. Analysts can be a great source of information because they frequently get briefed. James Governor of Red Monk gave me advice more than once.
VC’s are another good source. Some are protective of their network, so it helps to have good relationships. A VC we trust referred our director of product marketing Daniel.
All but one of our best candidates came from referrals. One came through Linkedin. Your network matters, but it requires more than blasting referral emails out to hundreds of people.
2. Use Linkedin as chum.
Think of Linkedin as a big bucket of fish heads, or chum. Chumming is when you throw a big bucket of fish heads and guts in the water to attract fish to your boat. You probably won’t find the candidate through Linkedin, but it’s a great way to announce your intentions. Kathleen Reidy learned of our intentions through my Linkedin email blast.
We received 50-75 resumes for each ad. The problem is filtering these is rough: marketing people are Pro Bullshit Throwers, and their resumes look very professional. Reading these resumes requires a healthy dose of Mike Cannon-Brookes-style skepticism.
I targeted a few candidates by doing People Searches on Linkedin and sending blind emails. I targeted some companies that were in transition. Always be thinking of companies who might be going through a transition. Coincidentally Jay came from BEA/Plumtree, which was being eaten by Oracle. Munch Munch.
3. Best athlete trumps best functional fit.
It’s easy to get wrapped around the axle about candidates meeting all the tick boxes on your list. Silicon Valley executive headhunters can be obsessed with candidates meeting every functional requirement, and to a fault. One problem with executive search is that because they get paid so much, they have to do this to earn their pay. Within reason, of course, you don’t.
The best candidates were not necessarily the best on paper, and did not meet every wish we had. For example, at Atlassian finding business people who have experience with highly technical products like our developer tools is tough.
An analogy is when an American football team goes into a draft looking for a Tight End [Tall guy that can catch passes and run short routes]. If presented with a top athlete in another position and who could be a game-changer, it may be foolhardy to pass. Coincidentally we ended up hiring the youngest of all the best candidates.
4. Interview intensely and spend considerable time.
You can’t spend too much time interviewing key hires. I sat down with the best candidates three times or more. Once I interviewed for a CEO job in a six-on-one interview format that lasted over two and a half hours; CEOs should be able to handle this. Any critical hire should. We interviewed one candidate three-on-one in Sydney.
In another case, Daniel who now runs our product marketing took three of us through a case study of another company to determine any lessons for Atlassian. Not a typical interview format, yet a great way to learn how someone thinks.
5. Source your own references, and get the most senior ones.
Find out who were the VCs on the person’s board at his or her last company. Always ask to talk to the CEO. Board members and CEOs tend not to suffer fools. Start checking as soon as you start to like a candidate, while carefully observing the person’s confidentiality. This may mean checking former execs at the company, or someone you know and trust. If the person is in a senior business role, find out what the senior engineers thought of the person. Good business people should command the respect of technical staff.
6. Always have an executive search backup.
There’s a reason why VC firms use executive recruiters. They don’t want to waste time. If you find yourself wasting time, be ready to hire a strong executive recruiter. I had one on alert from the start.
We didn’t have a huge amount of joy with LinkedIn – we’ve had more success with TwitHire.com – a free, twitter-based viral recruitment service and also other social networks we’re hooked in to.
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I’m surprised you didn’t list blog presence considering how much Atlassian is pro-blog.
Happy to help any time Jeffrey. Not only are you personally a pal of mine, but Atlassian is a valued client. Sorry we couldn’t help find you the perfect fit, but I am pleased Kathleen did.
Alister — Good point. Blogging certainly increased awareness. My “How to Write a Bad Resume” blog was a result of some of the more artful resumes I received, yet it was also a way of indirectly advertising. Agree it helps announce your intentions and educate candidates.
Just for the record, I believe it was the “bad resume” post that prompted my involvement, not LinkedIn. So chalk one more up for the blog 😉 Glad it all worked out for everyone.
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