Tom Arundel’s Post

Warren Buffett, 9th richest person in the world, and chairman and CEO of Berkshire Hathaway, stated when hiring people: ‘We look for intelligence, we look for initiative or energy, and we look for integrity. And if they don’t have the latter, the first two will kill you, because if you’re going to get someone without integrity, you want them lazy and dumb.’ (Inc.Australia, May 2024). Interesting statement! I determine that a leader who has a more developed sense of self-perception, decision making ability, and interpersonal scale demonstrates higher levels of emotional intelligence. Thereby, they have more chance of being integrous and are a better staffing choice. When hiring staff what facets do you consider and what do you think?

One of the hardest jobs you have to do as a CEO is to know when your management team needs to change. You see, when I got started, I had no network, no money, no VCs… So to hire people, I had to look for the underdogs. People like me. People who wanted to prove that they could do better. In the first years, I created a very strong culture of grind, hustle and getting shit done. I grew a lot, and I tried to help my team do the same (despite the many mistakes I made along the way) As the team grew I gave the opportunity to the early joiners and top performers to become managers. But most often, it was a mistake. Not because they were not capable of being good managers. But simply because it takes many years to become a great manager. And when you’re hyper-growing, unfortunately, you can’t afford to wait for years… I know that it’s a hard conversation to have with your early employees. That you might feel like they’ve been super loyal and that you should do the same. But in reality, your role as a CEO is to do what’s best for the company. And often, that means increasing the talent density and hiring people with real management know-how. In some cases, those early employees will leave. But some will also stay and benefit tremendously from having better and more experienced managers. Either way, it’s your role to take tough calls. 

3 pieces of advice on handling leadership to people at different stages of their careers: Emerging Talent: Drop the ego. It’s not your friend. In fact, ego is a barrier that stops you from realizing you don’t know everything. Be humble, be honest about what you don’t know, and grab every chance to absorb knowledge from those who’ve been around the block. Mid-Career Mavericks: Challenging authority just for the sake of it isn’t going to cut it anymore. Stand your ground when necessary, but don’t miss out on learning opportunities because of pride or stubbornness. You can learn from everyone, even when you don’t see eye to eye. Seasoned Pros: Pay attention to who in your team is eager to learn. Understand that pushback from younger colleagues may not be disrespect but their way of contributing. Give them room to lead and encourage them to step outside their comfort zones. Be the guide they need to excel. 📕 P.S. These insights are all explored in depth in my upcoming book Fire the Boss, Keep the Love: 10 Jobs, 10 Exits, 10 Lessons. If you want to access more sneak previews, sign up for my newsletter The Supply Times, where I’ll be posting one new excerpt a week along with the latest news on supply management and the Future of Work.

Even though August Venture Talent focuses primarily* on VP and C-level searches one of my favorite searches to do is for an Executive Assistant to the CEO because I know how utterly valuable this role is. So many CEOs are not operating at their highest level because they're mired down with detail that they may even competently handle but it inhibits their peak performance. I especially love the feedback after a #CEO hires their first ever #ExecutiveAssistant. It's life changing. *We occasionally take on mid-level searches as well.

SORRY, but if our values don’t align… ... …we will not be working together. That should be a premise when family businesses enter the process of hiring managers to run and develop their company. Although it may be necessary to hire managers externally, the owning family must make sure that the right candidate has the proper competencies AND is 100 percent committed to the values on which the company is founded. Otherwise, the company risks losing its very foundation, its direction, and its ‘why’ once the newly hired managers put their hands on the steering wheel. Some owning families will find that their core values have never been put into words. Maybe those values have been unspoken – or perhaps the family members never had a common understanding of them to begin with. Given that situation, the family should view the external hiring of managers as an opportunity. An opportunity to get clear on company values before hiring someone to lead the company without having been a part of the owning family. What is your view on this topic? (Thank you, Elizabeth Bagger, for the conversation that inspired this post!) #familybusiness #values #valuesbasedleadership

Ok hear me out... If you've ever thought about starting your own business, or are a compassionate angel looking to invest in something other than the rotting private equity market... Now is the time. From what I can tell, companies are shedding people who challenge status quo, who have deep experience of how things should be done effectively, and whose values conflict with the entrenched, short-term thinking, "me before you" management culture in the US. I've never seen so many crazy talented people, folks I admire, available for hire. People who have capabilities that make a difference. If you're sitting on years of experience making real impact, yet can't seem to find an interview, I see you. Maybe this "crazy job market" is a benevolent revolution waiting to happen. I dare to dream, and maybe we can dare to invest in the opposite of what led to this unfortunate societal situation. Here's to dreams 🥂

SORRY, but if our values don’t align… ... …we will not be working together. That should be a premise when family businesses enter the process of hiring managers to run and develop their company. Although it may be necessary to hire managers externally, the owning family must make sure that the right candidate has the proper competencies AND is 100 percent committed to the values on which the company is founded. Otherwise, the company risks losing its very foundation, its direction, and its ‘why’ once the newly hired managers put their hands on the steering wheel. Some owning families will find that their core values have never been put into words. Maybe those values have been unspoken – or perhaps the family members never had a common understanding of them to begin with. Given that situation, the family should view the external hiring of managers as an opportunity. An opportunity to get clear on company values before hiring someone to lead the company without having been a part of the owning family. What is your view on this topic? (Thank you, Elizabeth Bagger, for the conversation that inspired this post!) #familybusiness #values #valuesbasedleadership

🚨Share this post with your talent acquisitions manager🚨 In the ever-competitive corporate landscape, hiring managers seek candidates embodying resilience, leadership, and dedication. This brings us to a unique and often overlooked candidate: the former college athlete. Their cultivated skills are unparalleled, setting the stage for transcendent organizational development. Unmatched Resilience: Former college athletes are the embodiment of resilience. They’ve encountered losses and setbacks, transforming them into lessons and stepping stones towards growth. Their journey through diverse challenges equips them to navigate uncertainties in the corporate world with grace and adaptability. They understand that, akin to a game, the business landscape is fraught with unpredictabilities and hurdles, and it's their innate resilience that enables them to overcome and learn. Inherent Flexibility: The ever-changing and fast-paced environment of sports has honed the athlete's ability to be flexible and act swiftly. This capacity to adapt and react to on-the-fly situations is invaluable in today’s dynamic business scenarios, allowing companies to stay ahead and respond effectively to evolving market demands. Visionary Goal Setting: Athletes are masters of goal setting and pursuit. They are trained to focus unwaveringly on their objectives, cultivating a mindset oriented towards achievement and progression. This ability to set clear goals and relentlessly pursue them is a driving force behind an organization’s success, translating visions into realities. Catalysts for Team Productivity: Understanding the essence of team climate and unified culture, former college athletes are adept at creating harmonious and productive environments. Their experiences in fostering mutual respect and collaborative spirit within diverse teams are crucial in aligning collective efforts towards shared organizational goals. Time Management Maestros: Balancing rigorous training schedules with academic commitments, athletes have mastered the art of time management. This developed proficiency ensures they can optimize productivity within given timeframes, a skill crucial for the fast-paced rhythm of the corporate world. Receptive to Growth: Open to feedback and driven by a desire for self-improvement, athletes are perpetual learners. Their openness to constructive criticism and commitment to becoming the best version of themselves make them invaluable assets, contributing to the continuous learning and development culture within an organization. Consider the impact of integrating individuals who exemplify these qualities into your teams. Former college athletes bring a wealth of experience, a mindset of continuous improvement, and a spirit of collaboration and resilience that can elevate organizational performance to unprecedented heights. DM me “Athlete” to get access to my network of competitive teammates who can help you with your next project.

Thrive, Not Just Survive in the Corporate Jungle Often, the corporate world feels like a jungle. Changing priorities, mergers, restructures - it's enough to make even the most seasoned professionals feel as if they're hanging by a thread. In this ever-evolving landscape, let's discard the survival mindset and learn to thrive. 1. Always keep learning. Embrace change. Stay ahead by attending workshops, reading industry blogs, or taking an online course. Investing in yourself is the best return on investment. 📚🌍🔍 2. "Strengthen your network: Build genuine connections with colleagues across departments. You never know who might have valuable insights or open doors to exciting opportunities." 🔗 3. Be a problem-solver, not a problem-spotter. Flex your creative muscle and turn roadblocks into stepping stones. 4. Advocate for yourself and others. Speak up for your ideas. Teamwork makes the dream work! Support colleagues' growth, celebrate their wins, and create a collaborative environment where everyone feels valued. 5. Discover what truly ignites your fire within your field. Is it innovation? Process improvement? Helping others succeed? Aligning your work with your passion creates an intrinsic drive that fuels long-term success. Keep in mind that thriving requires courage, resilience, and a touch of optimism. While challenges are unavoidable, arming yourself with the right tools and nurturing a positive mindset can help you not just survive but thrive in the corporate world. #CareerSuccess #CorporateLife #ProfessionalGrowth #SuccessMindset

Job seeking is a two-way street; while companies assess you, ensure you're vetting them too! For those seeking roles in L&D, make sure to test for these 4 non-negotiables in your next company: 1️⃣ Supportive Manager: The company culture can have room for improvement, but your direct manager's support is pivotal. Ensure they are knowledgeable, supportive, and available. Your growth is as much their responsibility as yours. 2️⃣ Humble Executive Leadership: L&D thrives in a feedback-friendly environment. When interviewing, ask senior leaders: "What was the hardest feedback you received, how did you handle it, and how did it shape your growth?" Their views on their own growth, both personally and professionally, will indicate how successful the company's L&D strategies might be. 3️⃣ Financial Stability: Particularly in startups & scale-ups, a firm financial footing is essential. Seek a conversation with the CRO or CFO. Ask about the company's runway, financial reserves, and future goals. Their openness is a barometer of overall transparency. 4️⃣ Company Culture: In your team fit interview, take the reins and ask the difficult questions. A favorite to consider: "What would make you leave this company?" The response will be enlightening. Big thanks to Dinye Hernanda for sharing this invaluable advice with me during our L&D SHAKERS mentoring session last week. I hope others find it as helpful as I have. #leadershipdevelopment #jobsearch #careeradvice #culturematters