The 42 year-old co-founder has said Greenhouse is "not trying to be the all-singing, all-dancing" HR system. The startup specializes in developing software that can make hiring new workers much easier. Before Greenhouse, Chait co-founded Manhattan-based Lab49 , a technology consulting firm for investment banks. Chait, who lives in Union Square, is a graduate of the University of Michigan. What do you like most about the city? The scale and variety. In New York, there are people from all walks of life piled up on top of one another.
Sure, there are tech and finance folks here, but also millions of people in media, fashion, art, food, entrepreneurship and more. Professional Development Benefits. Promote from within. Time allotted for learning. Retirement and Stock Option Benefits. Company Equity. Performance Bonus. Unlimited Vacation Policy. Paid Sick Days. Generous PTO. All Jobs. Project Mgmt. Customer Experience Team Lead. Greater NYC Area. Director, Product Marketing. Manager, Recruiting Systems. VP, Sales Remote. Customer Marketing Manager.
Sales Development Representative. Platform Designer. Senior Site Reliability Engineer, Observability. Sales Development Representative Remote. Data Taxonomy Coordinator. HR Manager. Product Analytics Engineer. Lead Enablement Specialist, Coordination.
Engineering Manager, Database Engineering. View the company profile of Codecademy. So that idea of where you should be spending your time is actually a hard problem for a knowledge worker and something that there's a lot of value in getting good at. I think the quality of meetings is often under-appreciated by people earlier in their careers. But it has so much impact. And it's a simple thing.
Are we spending that money wisely? And so, there's a lot of great thinking out there and writing about how to do good meetings. The Five Dysfunctions of a Team, and The Advantage, and all that kind of Lencioni stuff about the structure of meetings: Is this a problem-solving meeting?
Is this a working meeting? Is this an update meeting? It has a lot of implications for how you do the meeting. Well it's interesting.
So Jason Lemkin worked with my cofounder Jon many years ago, and when we started Greenhouse, he said, "Hey, there's this guy I used to work with, and he started writing some stuff about sales. You should talk to him. My mind was blown. I was immediately like, "Oh my god, this guy's a genius," and am writing everything down. Jason's always been an advisor, and we've got good access to him.
But one thing happened along the way, and I forget exactly what the topic was, but he'd written some blog posts, in his very forcible way. Usually I would just do what Jason writes and it works out, but this didn't feel right. So I got him on the phone and asked about it and gave him some of the details of what we were doing. He was like, "Oh yeah, totally. Don't read that blog post. It doesn't apply to your situation. The way you're going is totally right.
I give that example to say unfortunately there's no way around the fact that you have to think. If you use your brain, it hurts sometimes. You have to use it really hard and you will no doubt get conflicting information, missing information, information that was right for that context but doesn't apply to your context. And so it's great that there's all these things out there.
It gives you a good starting point, but you need to think of it as like a raw material starting point. And then you need to develop your own point of view. I mean it is remarkable how much things have changed. I started my first company, before Lab49, in New York in And in those days, the big thing was getting a building that was wired for internet, right? And there was no tech scene. You know, there was DoubleClick. And then otherwise there was just basically Wall Street and Madison Avenue.
Now, the fact that there is a New York tech scene, it's big, it's thriving, there's tons of investors, there's tons of startups, there's tons of companies, the ingredients are all there, and New York is obviously a unique global city that has human capital, great public transportation, and lots of money. So honestly I think the thing is time. You see now some second-time founders, you see executives who've been through the cycle a couple of times. In the Bay Area there's just another 30 years of people who've been through it.
And so it means that you have to be a little bit more willing to take your growth mindset, or to think about what you can teach versus what's intrinsic, and be a little bit less reliant on the fact that they've got that logo on their resume. Now there's a flip side to that as well, which is: There's a mentor of mine who's very fond of saying that the world is filled with ordinary people at extraordinary companies.
And so there is a thing in the Bay Area where if you're out of Google or Facebook, people might assume attributes of those great companies are from you, and they often aren't. So again, it just comes back to: There's no way around having to think. I get to work with amazing people. I'm doing something that I think is important for the world. The business is doing well.
I get to learn tons of new things all the time, it's challenging. So I'm not interested in going anywhere. And we have a mission which is to help every company become great at hiring, and I don't think we're going to solve it next year. It's going to take a while.
So the candidates that our customers are recruiting, are they saying that the experience is positive or negative of interviewing at those companies? There are a handful of what we call mission metrics, that's one of them.
0コメント