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Was du mitnimmst
- Frag Top-Kandidaten direkt: Was würde es brauchen, dass du kommst? Das setzt schon voraus, dass sie zusagen.
- Equity besteht aus vier Teilen: Kontrolle, Risiko, Gewinnbeteiligung und Erlös bei einem Verkauf.
- Die meisten Top-Talente wollen weder Kontrolle noch Risiko, nur Anteil am Gewinn und am späteren Exit.
- Man muss nicht zwingend Anteile verschenken, diese vier Elemente lassen sich auch einzeln vertraglich regeln.
- Steve Jobs holte John Sculley mit der Frage, ob er lieber Zuckerwasser verkauft oder die Welt verändert, Recruiting ist im Kern Verkauf.
Volltranskript
Das Transkript ist das englische Original mit Timecodes. Die deutsche Zusammenfassung steht oben. Sprecher werden automatisch zugeordnet.
0:00How do I get a truly exceptional person who is being paid tons of money, who has a comfortable job, who has security to come join me in my bedroom? Well, I think there's there's the soft and the hard side, right? So, the hard side is the is compensation. Maybe you don't have as much cash. So, it's like you're going to have, you know, a few levers at your disposal. So, you have what do you pay them in cash? What's their upside? if there's equity or shares that you're going to give them.
0:26This is obviously if it's a software business, you can and I'm, you know, it's probably worth segmenting this. So, if you're not in a software company, which is probably the vast majority of people listening to this, there are four elements within equity that that that exist. You have control, so who gets to call the shots? You have risk, what happens if everything goes wrong? Who's liable? You have profits, which is the cash flow of the business, who gets distributions. And then basically sale or enterprise value. when we sell or if we sell, who gets to participate in that upside? Those are kind of the four elements of equity. Now, the thing is is that you can obviously grant shares or you can give stock in a company. That's one way of doing it, but you can also basically contract around any of these things. Now, most of the times they don't want the risk
1:11>> and they probably won't get the control uh if it's your company. So, you really just have profit and you have uh and you have upside in terms of uh a sale. And so you can contract these things and there's lots of structure. So I'm not going to get into the legal around this. Um but asking somebody what do you want? Sometimes it's just a very powerful way of beginning this. And my favorite question for these types of scenarios is asking what would it take? So when you have this guy it's like man it would be amazing like how do I sell this guy? I just ask him what would sell you. So say what would it take because I don't know he'll tell me.
1:45>> And I love that frame because it assumes yes. M it assumes you're going to come. So what would it take? >> How so many of the books that you you write and [clears throat] so much of the content you make centers on this idea of sales. >> Yeah. >> And it is a sale, isn't it? >> Totally. And I always think about the Steve Jobs quote where he met with was it John Scully who was working at like Pepsi and he said, "Do you want to cons continue selling sugar water for the rest of your life? Would you want to come change the world?"
2:12>> Yeah. Um, how does that sort of emotional psychological element of the cell factor into it? Persuading someone exceptional to come and join your mission. >> I think it's the amydala story that we started with with the nasal strip thing, which now has actually reared its nose multiple times, poked its nose in a few times here. But I think that pitch that you're giving to a potential co-founder or potential early hire who's going to be a leader is the same more or less that you'd give to an investor. It's almost the same pitch except instead of investing capital, they're investing time. They're investing their life.
2:40They're investing their expertise. But fundamentally, you're asking for investment. >> I'm just asking you. >> Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so, I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business. What the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate.
3:08And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comroadmap. Just enter your info and it'll spit it right back to you. Offering.