Hiring Above a Star
Bringing in a manager to lead a top-performing individual contributor is one of the hardest hires you'll ever make as a founder.
You’re not just filling a role. You’re messing with the chemistry of your core team, potentially placing a layer between you and someone who’s been a rocket fuel for your startup. And yet, you know it’s time. You need structure, scalability, and someone who can lead, not just do.
Here’s how to get it right:
1. Start With the 'Why'
Don’t start the process without clarity. Why now? What problem is this hire solving? Be honest about whether it’s bandwidth, burnout, team growth, or your own need to step back. The clearer you are, the better you’ll hire.
2. Paint the Full Picture
This isn’t just “a manager for X.” It’s a leadership role in a growing startup. Share the big vision. Show where you’re headed. A great manager wants more than a job - they want a mission.
3. Define the Edges
I’d appreciate it if you could be ultra-clear about the scope and success metrics. What decisions will they own? Where do they need alignment? How do they help - not hinder - your top performer’s momentum?
4. Co-Design the Hire
Could you include your standout IC (individual contributor) in the process? Let them interview. Get their take. It shows respect, boosts buy-in, and gives you a read on chemistry, because no matter how good the manager is on paper, fit is everything.
5. Hire for Complementarity, Not Hierarchy
You're not hiring someone to "boss around" your star. You're hiring someone who can elevate them. Look for managers who admire strengths different from their own and know how to empower, not compete.
6. EQ > MBA
Startups are personal. People wear many hats, and emotions run high. Prioritize emotional intelligence. You want someone who listens, adapts, and earns trust, not someone who defaults to corporate playbooks.
7. Don't Cap Growth - Show the Ladder
Your IC might wonder, “What does this mean for me?” Answer that. Outline growth paths. Offer them a seat at the leadership table if they aspire to be there. Ensure they don’t view the manager as a ceiling.
8. Culture First, Always
Experience matters, but culture wins. Find someone who vibes with your values, works at your startup pace, and believes in building, not just managing. You can train for gaps; you can’t force a culture fit.
9. Mentors, Not Middle Managers
The best managers in startups are coaches, not bureaucrats. Find someone who loves developing people and sees success in terms of team wins, not just deliverables.
10. Stay Close Post-Hire
Hiring is just the beginning. Watch how the relationship evolves. Check in with both sides. Offer support, course-correct fast, and be willing to step in if trust isn’t building.
Final Thought:
This isn’t about protecting egos or preserving the status quo. It’s about building a team that scales with you. If you hire with intention, humility, and clarity, you won’t just avoid a trainwreck. You’ll unlock the next level of your team’s potential.
