He starts shooting, no heads-up…
It's 10:30 A.M., I'm hungry, everything is closed. There are only two Brazilians looking for food.
So, LinkedIn invited us to speak at their global event.
This event happens since 2007 or 2010, I'm not sure.
There's never been Brazilian speaker. Nor a Latin American one, for that matter.
The idea is to share our strategies to start a team as a startup.
The way startups hire is very different from traditional companies.
And how we did it was even more unconventional.
Outside Brazil people are also looking at things that are happening there,
not only at Hotmart, but the country in general.
The fact they are wandering about how startups hire in Brazil and called us up here is pretty cool.
I'm eating a fancy sandwich and having a Coke to regain my strengths to do some work,
after all, it's Monday! No work, no play!
I'm reviewing my presentation because my time up there is short,
And LinkedIn asked for some final adjustments so, I'm doing it to be able to speak in less time.
Let's see how it goes.
The idea is to talk a little about how Hotmart's team was formed,
and about retaining talents, as well.
We're talking not only about hiring , but also culture.
Culture is what makes people want to stay in the company and perform well.
I'll need to provide some context, because the Brazilian reality is different from the one here.
The challenge of hiring good people is the same anywhere in the world.
But depending on where you are, this challenge will be bigger or smaller.
If I'm starting a tech company in the US, I'm competing with giants such as Google, Facebook, AirBnB, Uber…
Now, in Brazil, I have different competitors.
Big banks that pay huge salaries, the government that pays even better…
And there's a catch:
If I recruit someone who came from Google or Facebook,
When these guys get to the company, they already have a tech company's culture,
a startup culture, they're ready to work
When I hire someone who came from a bank, she needs to unlearn a lot of stuff
So I can train her and only then she'll be ready to work.
I'll close the presentation and tomorrow morning we'll go the opening of the event.
I'm excited.
You're excited too, aren't you, Rafinha?
For founders who are starting a startup, even before the culture code,
what makes sense for putting a team together, in my perspective,
is that our clients will never love our company if our team doesn't love it first.
So, if I have this belief, I'm must be constantly looking to create a company that the team will truly love.
This is not the culture yet, but a belief that will be the basis for everything else.
So, another belief: excellent people like to work with excellent people.
I have worked for the government.
Is really frustrating being the only person in the room who wants to get something done.
Everyone else is there to work from nine to five, get home and wait for their salary at the end of the month.
They don't care if they're making a change.
If the person is good, she won't stay in a place like that.
If I believe this, I have to fill my company with excellent people.
Another thing is that, the least I can do is let these people work as they see fit.
Because if I spend energy and also company resources to hire the best and I have to teach them do their job,
it makes no sense and it is best if I don't hire the best because it will be cheaper.
It's to let people work on what they came to do.
These are some of the beliefs a leader needs to have and form their own and understand
these are mine and maybe others will have different ones and that's ok.
In the end, this is what will help you put together your company's culture.
I have to keep to time, I still can't make it shorter.
Did they change it last minute?
Yeah, they asked me to adjust it and so I did, but the slides are still there,
now I need to come up with something to say on every slide, it's an easy fix, but the time doesn't match.
But that's your problem.
Yeah.
Now, we're headed to the venue.
I got very excited today because I got an email from LinkedIn,
Saying all speakers who wanted to update their presentation could go to a specific place to do so,
and that's we're doing now.
Another topic I'm approaching is how the team was formed, right?
Since the first employee, who was Hugo, until 250 employees in different countries.
I'm just going to highlight some points of this journey.
The first employees, we always call them the crazy friends, came at a time Hotmart had nothing to offer.
Hugo worked at this huge bank with thousands of benefits we would never be able to match.
But he knew he would make less money but his time would be used towards a purpose.
When we help people sell the digital products they create,
We are actually creating an opportunity for them to make a living out of their passions.
There are so many waterfalls in here!
There are like four waterfalls.
This morning we watched LinkedIn institutional talks.
We were able to see a little of what LinkedIn is doing.
We could aslo feel the americans dynamic presentation-wise. It's a little different, culturally speaking.
The audience reacts very little, so I want to see how it's going to be later on my lecture.
I'll talk about episode two: Attack of the Clones.
To bring people with similar profile
because I considered it ideal for the position I was trying to fill at the time.
And then there's the admiration cycle.
Who are the people you admire outside the company we could hire?
Then I translated it as Big Number's Game, which is...
what happens when you hire by admiration
people don't admire that many people,
so you can't fill all the positions with this method.
You need to move to a strategy of hiring people who weren't endorsed by anyone. Complete strangers.
The bare minimum we need is an enormous base of candidates
because at least one of these people will have what it takes.
JP, since this is the last one before the talk, good luck.
Thanks!
I enjoyed it, it went better than I expected, I think the audience liked it too.
Something I hadn't seen so far was people clapping after a video and it happened, so it was pretty cool.
I could answer questions afterwards, so I got pretty happy, it went better than I expected.
Why are you mad?
It's like the fourth time I forget the bedroom key in the bedroom.
I'm self-conscious about the reception lady already!
Straight to the point:
you were talking about the hirings you made early on.
Another important thing I thought of for this presentation,
and because a lot of people ask: Attraction is one thing, retaining talents is another.
Retention happens when you have a solid culture, when people like to work at the company.
Culture is a unique asset of each company, so instead of talking about ours
I decided to talk about 5 elements that are clear
when you get to a company with a solid culture, where people love to work.
What are the common values and beliefs of the company?
Do people know what the company's values are?
Its mantras, pillars, or whatever name is given in the culture code?
JP, are you more relaxed because of the keycard?
Not yet, I'll basically have to embarrass myself when I get to the hotel.
I'm hoping it's a different person at the reception.
Did it hurt?
I'm just embarrassed, I said "really, really, really sorry" a thousand times. Life goes on…
Now, he's going back to his room all sad to put his keycard along with the other five...
Today is the last day.
We're heading out.
He starts shooting, no heads-up.
We're headed to different directions, JP is going to Europe,
I'm going back to Belo Horizonte, back to work.
But yesterday you were telling me about five important beliefs.
One was the common values and beliefs of the company.
The other four are clear when you have a company where the employees love to work at.
Or that drive the employees to love to work there.
It can be either one or the other.
So, this is one. Beliefs and common values.
That's my opinion.
It also should have a purpose.
Meaning people know they're not working only to generate profit for another person.
They are working for something they know is bigger, and contributing for more.
With other possibilities, helping people.
Purpose matters not only for this feeling but to attract the right people.
And to drive away people who aren't on the same page as the company.
And then there's progress. Good people don't stay at a stagnant place.
Admiration, among co-workers, co-workers looking up to their leaders and vice-versa.
The team knows they can count on each other.
They'll look right and see excellent people, look left and see the same.
And a sense of ownership.
And there's only one way of making it happen.
You give power to that person to work however they see fit.
With autonomy and freedom to have the power to really change things.
When you leave them alone to fix the task you attributed they acquire this sense of ownership.
And I see this in every company people love to work, with strong culture, you can find these things, which are:
sense of ownership, progress, admiration, beliefs and common values, and purpose.
Now, just finish up packing and go to the airport, return the Dodge and fly to Madrid.
Thanks man, fly safe.
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