Tiffany Khoo’s Post

"And then in my second year, I took on the project again." Great hires do the hard work that stymies others. One of the reasons I love being a search professional is that I get to hear about the exceptional work done in orgs that are already considered quite high-performing. Just today I spoke to a candidate who took on a technically complex project. This project was so complex, that in past years other people had led it once and burned out. But she wasn't going to be stopped by the challenge -- she wanted it to get a forecasting engine a highly impactful state where it could be useful year after year, rather than needing to be rebuilt from scratch. So the first year taught her all she needed to know about how hard it was. And when the second year came up, she volunteered to lead the initiative -- and this time take it from accretive gains to a transformative reworking. As founders aim to hires who can inflect the growth curves at a company, this is the kind of example that stands out as extrordinary. Amidst a team of ambitious high performers, what made someone go the extra mile? Knowing a project could lead to failure, what led someone to take it on? Not having to do something, why would someone excitedly volunteer for the tougher challenge? How a candidate speaks to all of this gets at their core DNA and motivations, and gives a peek at how they might tackle similar situations at their next startup. So in the end, it comes down one simple thing: It's not always about what someone did. It's about what someone did that made them exceptional, especially in the company of impressive peers.

This week, a fresh grad asked for advice on whether to jump into the startup world right out the gate. Here’s what I shared: 1️⃣ Pump the brakes on your startup dreams → You’re tempted to build, I get it, but patience is key. → There’s so much to learn beyond just building. → Learn on someone else’s time first. 2️⃣ Get a job in your field → Work in an area you’re interested in. → Develop as many on-the-job skills as possible. → This experience will pay off when you venture out. 3️⃣ Be a sponge → Surround yourself with people you look up to. → Absorb every piece of knowledge, no matter its relevance. → Today’s minor lessons could be tomorrow’s biggest assets. 4️⃣ Lead if you can → Take any opportunity to manage a team, regardless of size. → People management skills are crucial in business and life. → Leadership is foundational for every successful founder. 5️⃣ Find your peloton → Start exploring the startup scene. → Engage with like-minded individuals. → Exchange help for learning opportunities. 6️⃣ Start a side hustle → Keep your day job while in discovery mode. → Work on projects during evenings and weekends. → This will minimize your financial risks and lower the stress. 7️⃣ Time to jump ships. → Equipped with experience and skills. → Supported by an ecosystem and a network. → You’re ready to dive into the full startup experience. Take the leap and don’t look back. 💡 Just remember: → It’s not going to be easy. → Don’t go at it alone. → Never give up. Luck favors those who stay in the game the longest. What other advice would you offer to this young entrepreneur? -- I’m Pierre Sabbagh, a tech founder. Follow me for daily stories from my journey.

Somewhat controversial things I’ve learned in the past month: Meetings aren’t bad, but a meeting is the inappropriate forum to solve 95% of issues. Seeing faces and communicating feels good, so you think it was productive… but pound-per-pound, most minutes go to waste. Group ideation and brainstorming produce a high-volume of mediocre ideas. True creativity mostly happens spontaneously, veeeery seldomly at a planned time and place. Giving feedback is hard and requires practice to get better at. A lot of practice. Almost everyone thinks they are good at giving feedback, but very few people are. Most candidate’s negative opinions of the hiring process completely invert when they become the hirer. I now fully understand the many rounds, the take-home assignments, all of it. I used to say they were unnecessary (I was wrong). Good content will always perform well. Focusing on quality and quantity (both are possible) means you have to worry a lot less about algorithm changes, reach/impressions, and other B.S. Not having a defined standard operating procedure in place is not the absence of a process. It means you’re running on a process that is inefficient, un-scaleable, and relies on steps stuck inside someone’s head - i.e. a bad process. Get them into writing and improve them. No marketer will regret improving their financial skills. A lack of financial skills, however, will almost certainly prevent you from getting further up the ladder. “Partnership” is having its “community” moment - on everyone’s marketing plan, but few know what it really means. Both partnerships and community are incredibly valuable though, they just take a lot of thought to define, execute, and scale. If you crack either/both, you’ll be a happy camper. There are seasons where you’re building, and seasons where you’re attending events. Know which one you’re in and ignore the FOMO. It’s a lot easier for a small team to crush a big team than you’d think. Small software challengers move a lot quicker than incumbents. Speed and urgency are superpowers, and can be engrained into company culture. The most recent wave of successful entrepreneurs are very frugal. We have much more to learn from them, than anyone from previous bull runs or incredibly large companies (lots of dumb money). Caveat to the above: the mythology around most founders and businesses will do you more harm than good. What really works is usually boring and doesn’t make a great story. Conveniently, myths zhuzh up the positives and sweep the negatives under the rug. Simple is hard, complex is easy. When considering two solutions, go the simpler route. Complexity is easy to default to because you feel different and precious (you aren’t). Great leaders are super repetitive. If you’re not getting tired of saying it, you’re not saying it enough. If you don’t know what to say to people at events, just walk up and compliment them. People never get tired of hearing nice things about themselves.

𝐌𝐞𝐞𝐭 𝐭𝐡𝐞 𝐓𝐞𝐚𝐦... Team members are the backbone of any company. Their diverse skills, creativity, efficiency, problem-solving abilities. The success and sustainability of a company heavily rely on the strength and synergy of its team members. Here, we introduce the incredible individuals who make up our team: 1𝐬𝐭 𝐏𝐢𝐜𝐭𝐮𝐫𝐞 (Aman Sharma) - As for myself, I am a dedicated team player who relies heavily on my team members. They are the ones who can truly explain my role and contributions. 2𝐧𝐝 Sandeep Shakya - My school friend, has always been a source of unwavering support and motivation. With his constant reassurance, ( "Bhai kuch bhi ho mein hoo na sath m ). He has encouraged me to pursue my dreams and take on new challenges. 3𝐫𝐝 Kshitiz Dayal - I met Kshitiz during my tenure at my first company, Kshitiz is a skilled mobile application developer with a deep understanding of the industry. His expertise have been instrumental in navigating the complexities of the startup world. 4𝐭𝐡 Aayush Shrivastava - Aayush joined us as an intern for Multigrad and has been with us for approximately 1.2 years. Known as the "jugadu one," Aayush has an exceptional knack for problem-solving. He can find solutions to any challenge that comes his way, making him an indispensable part of our team. 5𝐭𝐡 Sudhanshu S. - our introverted developer, interaction with the world is little bit. Despite his reserved nature. he has shown remarkable adaptability and has delivered outstanding projects in a very short time. His ability to learn and implement new technologies quickly. 6𝐭𝐡 Deependra Kumar - deependra is another introvert, but his dedication and commitment set him apart. With a mindset of "Kuch bhi ho kese bhi ho, par mein krke launga," He takes ownership of products and ensures their success. 7𝐭𝐡 𝐀𝐧𝐨𝐧𝐲𝐦𝐨𝐮𝐬 : While I can't mention his name, this individual is the backbone of our startup. From navigating financial crises to making major decisions, he handles it all with finesse. His strategic thinking and leadership have been critical to our growth and stability. By the way mostly teams members are introvert. "𝑨 𝒅𝒆𝒗𝒆𝒍𝒐𝒑𝒆𝒓 𝒘𝒊𝒕𝒉 𝒂𝒏 𝒊𝒏𝒕𝒓𝒐𝒗𝒆𝒓𝒕𝒆𝒅 𝒑𝒆𝒓𝒔𝒐𝒏𝒂𝒍𝒊𝒕𝒚 𝒘𝒊𝒍𝒍 𝒃𝒆 𝒏𝒂𝒕𝒖𝒓𝒂𝒍𝒍𝒚 𝒂𝒅𝒆𝒑𝒕 𝒂𝒕 𝒂𝒏𝒂𝒍𝒚𝒔𝒊𝒏𝒈 𝒎𝒖𝒍𝒕𝒊𝒑𝒍𝒆 𝒔𝒐𝒍𝒖𝒕𝒊𝒐𝒏𝒔 𝒕𝒐 𝒂 𝒑𝒓𝒐𝒃𝒍𝒆𝒎." __ Our team is not just a group of individuals; we are a cohesive unit working together to achieve greatness. 𝐀𝐥𝐥 𝐚𝐫𝐞 𝐚𝐥𝐢𝐠𝐧𝐞𝐝 𝐰𝐢𝐭𝐡 𝐨𝐧𝐞 𝐢𝐝𝐞𝐚, 𝐨𝐧𝐞 𝐯𝐢𝐬𝐢𝐨𝐧 𝐚𝐧𝐝 𝐨𝐧𝐞 𝐦𝐢𝐬𝐬𝐢𝐨𝐧. __ For more follow Aman Sharma If you are a startup/entrepreneur we can help you in these aspects. 1- Product development. 2- Product Market Fit. 3- Revenue Generation 4- Find a purpose. more... (http://rapydlaunch.com/) So schedule a 1:1 today : https://lnkd.in/gT9559js __ #team #multigrad #rapydlaunch

🎊 This is… 3 years! Three years ago I took the leap from academia into the unknown and joined Hireguide. I had NO idea what a startup was or what it meant to work in tech. But I was proud of having the courage to leave a career I had spent 13 years pursuing and eager to prove myself. As I reflect on my Hireguide journey, I realize my mistakes, learnings, and accomplishments are all linked to a few key themes: ***Challenges I experienced moving from academia to industry*** 1️⃣ Getting comfortable with the idea of action > perfection. If you’re 80% confident, the additional time required to reach 100% is not proportional to the ROI. Taking action even when you’re not 100% sure is valued over perfect information. 2️⃣ Adapting to new standards of performance. Academia rewards depth, rigour, and exhaustive exploration. Industry rewards quantifiable impacts and practical solutions that propel the business forward. 3️⃣ Simplifying my thinking and communications. Effective communication means using concise, impact-oriented language instead of thoroughly justifying your perspectives. People will ask if they need you to justify your thinking. ☝ These are all things I'm still working at, but I've come a long way. ***Lessons I learned to help me succeed in a fast-paced startup*** 4️⃣ Get involved in areas other than your own. This is a privilege of working at a startup. It will help you make much more informed decisions in your own work and prepare you to succeed in senior roles. 5️⃣ Find the gaps and take the initiative to step into them. There’s ALWAYS work to be done in a startup. The more you can anticipate them and get ahead, the more value you’ll bring. 6️⃣ Be curious. Listen actively to others. Ask lots of questions. This helps build great relationships with your team and signals that you care about the company’s success. ***Personal Growth*** One of the biggest realizations I’ve had is how important it is to define what impact means for yourself. Make sure it’s your own definition, not one you’ve adopted from culture, context, or colleagues. It’s also healthy to be afraid of complacency. Together, these will help you maximize your potential and make a positive impact, every single day. What’s your definition of impact? What milestones are you celebrating? #altac #leavingacademia #startuplife #workanniversary #careermilestone

Apologies for the delay in posting! With baby #2 due this week, I've been been the GC on our 3-room house reno over the last month. Without further ado: The Importance of a Well-Rounded Chief of Staff in Mitigating the Pitfalls of the Peter Principle for Startup CEOs As a seasoned change management consultant, I've navigated through the intricacies of organizational dynamics and witnessed firsthand the consequences of the Peter Principle, especially within the realm of startup companies. The Peter Principle states that individuals are generally promoted to positions beyond their competence, ultimately resulting in organizational inefficiencies and failures. Nowhere is this phenomenon more evident than in the realm of startup Founder/CEOs, who often find themselves thrust into the highest echelons of leadership on little notice and told to deliver. On Monday she could be coding with three friends since high school, by Tuesday could get VC capital, and by Wednesday be the CEO of a company valued in the millions of dollars and tasked to ramp-up to profitability over six quarters. Few Founder/CEOs survive this transition because they feel drawn to stay close to their product/team working in the trenches. This is the crux of the Founder/CEO befalling the Peter Principle - they are great coders but choose not to be great at managing coders. So, how can they overcome this pitfall? Enter the Chief of Staff – a critical ally in the arsenal of a young startup CEO to avoid the Peter Principle trappings. Unlike traditional executive roles, the CoS operates as a versatile linchpin, bridging the gap between strategy and execution. The COS does this by standing outside of the standard COO/CTO/CRO hierarchy and instead focusing on giving their CEO the three things they don't have enough of: (1) TIME to think strategically (2) BANDWIDTH to explore options and peek 1/3/5 years down the road and (3) COMMUNICATION STRUCTURE to cascade her decisions down the corporate ladder. How does the CoS do this? By: (1) overseeing day-to-day operations (2) being a trusted advisor and proxy when needed (3) handling ad hoc issues across all departments of the company (4) creating strategic initiatives and navigating complex challenges (5) acting as a sounding board and providing critical feedback/guidance every step of the way (6) streamlining operations, aligning priorities, and driving execution across the organization (7) keeping their finger on the pulse of the company. When looking for a CoS, remember their role is to help you rise above the day to day operations of HR, Legal, Marketing, Ops, Accounting, PR, etc.. As such, your candidate's work experience should reflect that breadth. Make sure to look beyond just MBAs. You're not looking for a master of one or two issues - as MBAs often are - rather, you're looking for a diversified corporate athlete capable of deftly handling anything.

Three common mistakes startups make with their first hires: Working with startups, here’s what I’ve learned so far: hiring the right people can make or break your growth. Here are 3 common patterns I observed: 1. Lengthy or unclear hiring process – taking too long or being unclear in the hiring process can cause great candidates to lose interest or get confused. Streamline your hiring steps and communicate expectations clearly to keep the process smooth, transparent and engaging. 2. Hiring based on skill alone – skills are important, but in a startup, your team needs to wear multiple hats. A good culture fit, adaptability, and grit can be just as critical as expertise when starting out. 3. Unrealistic expectations or unclear responsibilities can overwhelm new hires. Without clear job expectations or by expecting too much too soon, they may struggle. Ensure the role is well-defined and manageable to set them up for success. Most importantly, have frequent check-ins—don’t assume they already know everything or will figure it out. As the founder, remember that your hires won’t have the same knowledge or ownership of the product as you do. Lastly, respect their time off—avoid calling, texting, or emailing during their break. It sets the wrong tone for your company culture. ❓What’s are some of the biggest lesson you learned from your first hires? Happy Friday! Wishing you all a great weekend ahead—Recharge, Rejuvenate & Rest 🍀😌 HRXconnect #HRtips #StartupGrowth #FirstHires

For the past few weeks, Gaurav Chauhan and I had been discussing on what should be our next step for progress and we decided to steer the wheel and expand. But really, how? Growth is exciting. It's a sign of progress, of reaching new heights, and of creating opportunities for others to join the journey. But let’s be honest—every time we talk about scaling up and building a larger team, a question lingers in the back of our minds: "How do we grow without compromising the culture we've worked so hard to build?" For me, #culture isn’t just about the perks or the office vibe. It’s about shared values, mutual respect, and the energy that keeps a team motivated and aligned. Here are a few principles I believe can guide us as we scale while preserving the atmosphere we cherish: 1️⃣ Hire for Culture Fit, Train for Skill: Skills can be taught, but attitude and alignment with company values are priceless. Every new hire should not just fill a role but also strengthen the team dynamic, especially in a startup. 2️⃣ Transparency at Every Step: Open communication fosters trust. Whether it's sharing goals, challenges, or changes, keeping everyone informed ensures we all move forward together. 3️⃣ Lead by Example: Leadership sets the tone. If we want positivity, collaboration, and accountability to thrive, it starts with us modeling those behaviors every day. 4️⃣ Preserve the “Why”: As teams grow, it’s easy to lose sight of why we started. Regularly reinforcing the company’s vision and purpose keeps everyone grounded and inspired. 5️⃣ Celebrate Wins, Big and Small: Expansion often means more challenges, but it also brings more victories. Acknowledging achievements keeps morale high and negativity at bay. #Scaling up doesn’t mean diluting what makes your team unique—it’s about amplifying it. With conscious effort and a shared commitment, we can create an environment where growth doesn’t just mean getting bigger but becoming better. Having said that, we're expanding our team and hiring for ALL POSITIONS! All interested candidates, do DM! #startups #growth #socialmediamarketing #teamexpansion

Apologies for the delay in posting! With baby #2 due this week, I've been been the GC renovating 3 rooms of our home over the last month. Without further ado: The Importance of a Well-Rounded Chief of Staff in Mitigating the Pitfalls of the Peter Principle for Startup CEOs As a seasoned change management consultant, I've navigated through the intricacies of organizational dynamics and witnessed firsthand the consequences of the Peter Principle, especially within the realm of startup companies. The Peter Principle states that individuals are generally promoted to positions beyond their competence, ultimately resulting in organizational inefficiencies and failures. Nowhere is this phenomenon more evident than in the realm of startup Founder/CEOs, who often find themselves thrust into the highest echelons of leadership on little notice and told to deliver. On Monday she could be coding with three friends since high school, by Tuesday could get VC capital, and by Wednesday be the CEO of a company valued in the millions of dollars and tasked to ramp-up to profitability over six quarters. Few Founder/CEOs survive this transition because they feel drawn to stay close to their product/team working in the trenches. This is the crux of the Founder/CEO befalling the Peter Principle - they are great coders but choose not to be great at managing coders. So, how can they overcome this pitfall? Enter the Chief of Staff – a critical ally in the arsenal of a young startup CEO to avoid the Peter Principle trappings. Unlike traditional executive roles, the CoS operates as a versatile linchpin, bridging the gap between strategy and execution. The COS does this by standing outside of the standard COO/CTO/CRO hierarchy and instead focusing on giving their CEO the three things they don't have enough of: (1) TIME to think strategically (2) BANDWIDTH to explore options and peek 1/3/5 years down the road and (3) COMMUNICATION STRUCTURE to cascade her decisions down the corporate ladder. How does the CoS do this? By: (1) overseeing day-to-day operations (2) being a trusted advisor and proxy when needed (3) handling ad hoc issues across all departments of the company (4) creating strategic initiatives and navigating complex challenges (5) acting as a sounding board and providing critical feedback/guidance every step of the way (6) streamlining operations, aligning priorities, and driving execution across the organization (7) keeping their finger on the pulse of the company. When looking for a CoS, remember their role is to help you rise above the day to day operations of HR, Legal, Marketing, Ops, Accounting, PR, etc.. As such, your candidate's work experience should reflect that breadth. Make sure to look beyond just MBAs. You're not looking for a master of one or two issues - as MBAs often are - rather, you're looking for a diversified corporate athlete capable of deftly handling anything.

I quit my dream job. And it was so hard, it’s taken me 2 months to write this post…. I’ll tell you what happened. And I’ll share some lessons learned from 13 years in startup leadership. But first… gratitude. Working at Blueprint was the highlight of my career. Danny Freed, Roger Deetz, Russell DuBois, Ph.D., Chris Cutter, Brett Queener, Megen R. Drulia are some of the most talented people I have ever met. Saying it was an honor to work with and learn from all of you is an understatement. To tag everyone who made an impact on me would mean tagging the whole company (so let’s pretend I did that 💙). You know you’ve found something special when nights out with co-workers (from every level of every team) often turn into vulnerable conversations about why everyone cares so damn much about this company, and this mission. This is rare. And while every company has passionate people, believe me: a culture like this stems from the top. Lesson #1👇 Don’t choose a company to work at, or a product to sell/market/work on… choose a CEO to work for. And choose carefully. I could write a novel on this but here’s an explanation I haven’t seen before: When you leave a startup, after years of working a high pressure job, for below market rate, you’re faced with a decision: should I really drop significant cash to purchase my stock options? Stock options make it all worth it. But it’s a gamble. I’ve never bought mine before. Sometimes I was right, sometimes I was wrong. Many times I thought they might fail without me. (Those are the times I was right not to buy.) But deciding to buy my options at Blueprint was easy. I’d bet on Danny Freed any day. Danny is brilliant. He listens, takes risks, learns, and pivots. He really cares, and is the hardest working person I know. And he built a company that doesn’t depend on any one person to succeed. And that matters. Lesson # 2 👇 If your job is damaging your mental health, RUN. Before Blueprint I had jobs where: - I went years without a vacation - I was publicly blamed, shamed, and screamed at for things that were out of my control - CEOs called at midnight, regularly - A CEO tried to withhold my commission because I closed a huge deal (no windfall clause) - I exceeded every goal set for me to earn a VP title (while doing that job) until finally I was told the real reason for the director title was I “didn’t look good enough on paper” I thought all of that was startup status quo…. It’s not. And by the time I learned this it was too late. I started feeling sick before joining Blueprint, but I powered through because that’s what I’ve been conditioned to do. Until I couldn’t. I burned out and my body had enough. After 4 autoimmune diagnoses my doctor told me I HAD to rest. So… I’m resting. I’ve been taking a break from LinkedIn, but I’ve been painting a lot, wildbrushworks on insta if you want to follow me on that journey💙. #burnout #mentalhealth #startups #startuplife #mentalhealthmatters