Let the Chips Fall where They May - How to Recruit Leaders (Part 2 of 3 for Cultural Tenet - Simplest)

(This is from September of 2022.)

This week I’d like to refocus on the cultural tenet of Simplest. As each of us make tough choices and implement new processes, its super important that we adhere to this tenet. If not, we will create unneeded structure, which only slows us down and stifles innovation.

?? Simplest: Simplest solutions are identified by focusing on outcomes

“Let the Chips Fall Where They May” is a line that I’ve used a lot over the past few weeks. No, it is not a Fuf-ism. And no, it is not a poker reference. The expression refers to woodcutters, who must conduct their work with hard work and devotion while caring the least about the small pieces or chips of wood that fall here and there. They focus on the single problem of cutting the wood into the desired output - a sculpture, firewood, or lumber for a house. They cannot focus on the mess they make, the chips in their hair, the wasted wood, etc.

We overcomplicate by caring about those extra wood chips. When we make a decision, we must focus singularly on the core problem to be solved. Design solutions on exactly what is needed, and simply ignore the tertiary outputs that only muddy your decisions.

When I have mentioned “Let the Chips Fall Where They May”, I noticed that we are not focusing on the core problem but instead on the solution. Implementing a solution without understanding the key problem, only leads to a partial solution as well as rigidity and distraction. I advise you to look into any process and focus as far upstream possible. Identify the earliest problem in the process. Solve that problem by using the simplest approach. Then let the chips fall. It won’t be comfortable because you may feel you are building an incomplete solution or breaking something else. Even so, I bet you will solve more problems more effectively than you would have otherwise.

Example - Recruiting Leadership Roles

At our early stage, when growing our team, we need so many skills that defining the specifics of any role is near impossible. This is especially true for those of us who compare against roles at larger companies, where roles become naturally clearer to define and more specialized. Instead of seeking very clear definitions, identify the core purpose of the hire, and then hire a person better at it than you. Once that new person is on board, let the chips fall. The needs will have changed for the entire team, so the other roles will need to be redefined.

For example, many of you have asked me about searching for both a head of engineering and a head of product, simultaneously. How can I search for both when the roles are so closely tied to each other and impact each other? The solution was to hire one and then immediately redefine the other. I focused on the 2-3 attributes that were required to solve our problems - for engineering it was scale and effective management (in addition to the assumption of culture fit.) Then once we brought on board the new head of engineering, I let the chips fall where they may. Based on the skills of our new head of engineering, I completely changed the spec for the head of product in consideration of the skillsets of the new head of engineering. And this approach would have been true in reverse if the head of product was hired first.

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