He who lives on hope dies farting.
Why I Never Hire Brilliant Men (1924)
151–160 of 276 posts
Re: Why I Never Hire Brilliant Men (1924)
#152A corollary to this principle is to respect risk. If you never take on volatility that can ruin you, you will grow slow but steadily. Conversely, if you accept excessive volatility by taking big bets, you can end up broke even if your expected value was positive. Rule #1 according to Buffett: Never lose money. Rule #2: Don't forget Rule #1. I learned this the hard way. Maybe I was brilliant.
Man, if only algorithms were that easy.
>Rule #1: O(1). Rule #2: You don't need anything else
Or maybe Buffet just meant don't misplace your money, as in losing a $20 out of your wallet and finding it in your dryer after the laundry.
Re: Why I Never Hire Brilliant Men (1924)
#153Earlier quoted context omitted.
Indeed, he's definitely talking about SALES people, who use their sales tactics to sell him on themselves. Definitely not talking about "book smarts" brilliance. The author probably intentionally mistitled the story for attention. That said, there's a good lesson - if you hire sales people, their most attractive target will always be selling themselves to the guy who's writing their paycheck. It will not automaticall…
I think that's actually his point: that its better to hire an ordinary employee who will work hard at a realistic goal than to hire a flighty genius, whether self-appointed or not. "Does he finish what he starts? Geniuses almost never do." "These are quite simple rules...No Edison could ever qualify."
Edison was not a genius.
He was good at sales and marketing, however.
Re: Why I Never Hire Brilliant Men (1924)
#154As mathattack has correctly pointed out in a comment an hour ago, this is a parable (a made-up story). The huge salary by that day's standards should make that clear. But the unnamed author makes his hiring methods look stupid, because he should be doing a work-sample test[1] before hiring for such an expensive contract. If he doesn't know what the worker will actually do, he shouldn't put so much money on the line.…
When was the last time a CEO was (ever) given a work sample test? Serious Question.
All the CEOs who worked their way up through the company they are CEO of. Eg. Tim Cook.
Re: Why I Never Hire Brilliant Men (1924)
#155What if you aren't a finisher? How can you become one?
What if you aren't a finisher? How can you become one? I wish I were as good at taking this advice as at giving it. 1. Lose the fear. (This is the root cause of all the other stuff.) Or, more accurately, experience it but don't give in to it. 2. Timebox the work (as reasonably as one can) or limit "one more feature". 3. Fail fast, gracefully, and quietly. Learn when to *not* finish. (You shouldn't be finishing *every…
Very good list, out of experience on some fields where I'm considered a talent or natural talent/smart by my peers but I feel like I fail to deliver more than 50% of the times, the first thing you need to do is:
0. Pick up your targets CAREFULLY.
Which means value your energy and time. Be afraid of starting something, stop doing or believing you can do many things at the same time while history clearly shows otherwise is a killer mistake.
Lower the bar, start achieving small things and then, just MAYBE, you should think of adding more.
Re: Why I Never Hire Brilliant Men (1924)
#156Jealousy is a natural human emotion. It is notable how many stories bashing smart people (not for being smart per se, of course, but for lacking other important qualities) come up on HN. That, and how unfair the interview process is.
Re: Why I Never Hire Brilliant Men (1924)
#157Working at a startup helmed by a "brilliant" man as mentioned in the article, I wholeheartedly agree. So much hand waving. So little execution. One month, we were doing one thing that "had to be in the app". Another month, something else. Neither would get the actual attention that needed for them to be implemented properly, and nothing of value was produced. Society places too much importance on the buds of ideas. T…
I find that the "idea" person must really find a partner who can edit and curate his ideas. At the same time the partner who is doing the editing has to have enough social skill to know how to keep an "idea person" from getting anxious and changing course all the time.
If both people have respect and trust for each other I think it's one of the strongest partnerships you can have. If one bullies the other around though, then that's when it usually breaks down.
Re: Why I Never Hire Brilliant Men (1924)
#158Earlier quoted context omitted.
The reference was to the 12 apostles of Jesus - they were low in standing and generally unschooled.
Yea and a curious counterpoint is the church wouldn't be built without Paul, who wasn't in the original 12, was educated and a "brilliant" charmer.
Good point. Most of the protestant Christians in the contemporary United States should really call themselves "Paulistinians," or something similarly catchy and descriptive.
Re: Why I Never Hire Brilliant Men (1924)
#159Re: Why I Never Hire Brilliant Men (1924)
#160Earlier quoted context omitted.
I think that's actually his point: that its better to hire an ordinary employee who will work hard at a realistic goal than to hire a flighty genius, whether self-appointed or not. "Does he finish what he starts? Geniuses almost never do." "These are quite simple rules...No Edison could ever qualify."
Edison was not a genius. He was good at sales and marketing, however.
So a sales and marketing genius then?