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Archives For November 30, 1999

Dating for Jobs: a guide to locking that job down

 —  May 7, 2014 — 2 Comments

I don’t have an official title at Expensify but on any given day, I work with the financials, recruiting efforts, hiring, onboarding, office management, relocation, etc. My favorite part of the job? Interviewing candidates. I take great pride in overseeing the hiring process at Expensify, ensuring that we grow our team to match the amazing talent we already have on site.

With that said, I wanted to pass along some advice for interviewing. First and foremost, treat interviewing like dating. Whether you are good or bad at dating, mastering a good interview comes with some basic steps.  Continue Reading…

In Company Life , , , , , ,
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CEO Friday: How to survive a “flat management” mutiny

David Barrett —  April 25, 2014 — Leave a comment
What do you mean we can't build it?

What do you mean we won’t support that customer?

Note: This is my guest post, originally published in Pando Daily.

Flat management structures are all the rage, and with good reason: innovation is the lifeblood of a startup, and nothing kills innovation like micromanagement. But scaling a flat management structure is harder than it seems. Plenty has already been written about the risks of accidentally creating the stuff of highschool nightmares, but even if you dodge those bullets you’re in for a little discussed treat: full out mutiny of your team.  Continue Reading…

In Thought Leadership , , , , ,
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[CEO Friday] 5 Important Questions to Ask Before Joining a Startup

David Barrett —  January 24, 2014 — 1 Comment

A modern interview sessionBased on the sudden spike in applications we’ve seen, there are a lot of people out there with New Year’s resolutions to make the jump.  Before you do, I’d recommend asking your employer-to-be the following questions:  Continue Reading…

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[CEO Friday] (Not So?) Terrible Advice for “Managing From Below”

David Barrett —  November 29, 2013 — Leave a comment

masterapprenticeI gave a talk this week at DreamForce called “The Entrepreneurial Instinct” (they picked the title) largely about the importance of trusting yourself and doing your own thing, and expanding on the ideas in this TechCrunch guest post.  One of the attendees wrote me with this question:

One thing I wanted to ask you was if I work in a company where I am not a senior level exec, capable of making the decision to experiment on ways to get our product to rapid adoption, how do I go about convincing them to just try something out?

Here’s how I responded:  Continue Reading…

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