Over the past 8+ years, I have led several R&D teams, each comprising a unique mix of individuals from around the globe. Despite these differences, I have developed some “best practices” that works for me when hiring my next team member.

Before diving in, let me share my basic assumptions (based on real experience):

1. Most of the time (99%), you will not be building a new team from scratch. Instead, you can influence the team’s composition step by step, steering it in the direction you believe is best.

2. While it is often easier to make significant changes when joining a new company, this isn’t always possible. It’s crucial to understand the existing human resources within the team before implementing any changes.

3. In my opinion, hiring is one of the most difficult tasks for any leader. During the interview process, you must assess whether the person in front of you is a fit for the team both professionally and personally.

Now that we have established the same baseline, here are some factors to consider when building your team or hiring the next candidate:

1. One plus one doesn’t always equal two: Adding a new team member not only increases capacity but also communication demands. If integrating into the team’s dynamics proves difficult, it can reduce overall productivity and create unwanted friction.
2. Superstars vs. Rockstars: While everyone wants the best talent on their team, consider the dynamics of assembling a team of high achievers. Great talents may come with egos that lead to conflicts, disrupting teamwork and causing headaches for you and others.
3. The big picture: People and companies differ from each other. What works well in one company may not work for others. When assessing company needs and expected deliverables, identify gaps within the existing team and strive to fill them. For example, if your company expects your team to deliver “velocity boosters” on time, it is essential to have people in the team who can produce content quickly and with the highest quality.
4. Lego is more than a game: A healthy team should encompass various aspects: technical skills, interpersonal relationships, mentoring abilities, social dynamics, growth potential, and succession planning. By evaluating team members based on these aspects, you can match individuals to roles effectively.
5. Tomato/potato: Even though two people may have the same background (e.g., developers), they are entirely different. It’s beneficial to have diverse types of people in the team to provide different perspectives and mindsets when facing challenges.
6. Full cycle: Recruiting the right person is just the starting point. As a team leader, you should invest in each individual’s growth to ensure their long-term success and satisfaction. Understand what motivates each team member and develop personalized growth plans for each one. When these plans align with each team member’s aspirations, it will be easier to get 120% from each one—a win-win situation.

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