Hello chaps, here are more inexperienced candidates for our consideration. This is not necessarily a bad thing. For what it's worth, if you think candidates aren't worth X salary... by all means consider offering them:
- less than X
- a very narrow scope
- short-term contracts
Try to get into the mindset of running a team... i.e. growing an organisation of people.
"Ways of work," which are sometimes called "processes," may be briefly implemented with the following algorithm:
You get to do more smart stuff at (1-2) because you have the privilege of being leaders (by virtue of experience level). These are where technical learning happens. (Talent is "scaling up.")
Then there's (3-5) which may be tedious, but which are definitely worth your while in the long-run... this is more soft-skilling and where organisational learning happens. Doing this enables scalability, which ensures that you get to reap more of (1-2) for yourselves. (Talent is "scaling out.")
At some point, the limits of an organisation may curb your (1-2) no matter how much (3-5) you do, and that's when you know it's time to:
(a) pivot the organisation
(b) settle for less learning
(c) switch organisations.
[ Of course, all of this presumes that we have an innate interest in learning things. :)]
Let's keep the conversations open, about team structure and hiring strategy.
The effective management of our talent pipeline is critical to the success of the organisation that we are all a part of. And it should have an extremely high priority.