(This post has nothing to do with investing)
I don't know who Paul Maritz is or his track record. Apparently he is the CEO of software company VMware. But I do find his thoughts on management interesting. Some of you, perhaps including me, will fail as investors but we may succeed in our careers or as entrepreneurs. In a New York Times interview, Paul Maritz shares the following opinions (bolds by me):
Paul Maritz: At the risk of oversimplifying, I think that in any great leadership team, you find at least four personalities, and you never find all four of those personalities in a single person.Tags: business culture, career, management
You need to have somebody who is a strategist or visionary, who sets the goals for where the organization needs to go.
You need to have somebody who is the classic manager — somebody who takes care of the organization, in terms of making sure that everybody knows what they need to do and making sure that tasks are broken up into manageable actions and how they’re going to be measured.
You need a champion for the customer, because you are trying to translate your product into something that customers are going to pay for. So it’s important to have somebody who empathizes and understands how customers will see it. I’ve seen many endeavors fail because people weren’t able to connect the strategy to the way the customers would see the issue.
Then, lastly, you need the enforcer. You need somebody who says: “We’ve stared at this issue long enough. We’re not going to stare at it anymore. We’re going to do something about it. We’re going to make a decision. We’re going to deal with whatever conflict we have.”
You very rarely find more than two of those personalities in one person. I’ve never seen it. And really great teams are where you have a group of people who provide those functions and who respect each other and, equally importantly, both know who they are and who they are not. Often, I’ve seen people get into trouble when they think they’re the strategist and they’re not, or they think they’re the decision maker and they’re not.
Question (Adam Bryant): How do you hire?
Paul Maritz: I think that in almost any position, you want to have the following attributes: First of all, you want to make sure that people have the necessary intellectual skills to do the job. Second, you want to see if people have a track record of actually getting stuff done. Then, third, you want to look for people who are thoughtful, and that ties into learning and being self-aware.
Often, when I’m interviewing people, one of the most interesting parts for me is when I’ll just pick anything that they’ve done in the past and I’ll say: “Thinking about it now, what would you have done differently? What did you learn from that?”
You learn a lot from people’s answers to that. If they blame everything that happened during that period on somebody else, that tells you that the person is probably not thoughtful or self-aware.
If they can talk in length about what was really going on, why they made the decisions they did and how they would perhaps make the decision differently now, that tells you that this person thinks deeply and is honest enough to really be objective, or as objective as they can be about themselves.