Getting Rock Stars Excited About Working For You

The most important thing that the manager of a software development team can do is to staff their team up with rock star developers. The “10x Software Development” principle that Steve McConnell and others brought to the mainstream is the biggest reason why: the best developers aren’t just twice as effective as average ones, they’re an order of magnitude better. This is old news, and we’ve all heard it before by now (and on a side note, it’s also why I’ve previously harped on the importance of building a network of talented folks). What isn’t old news is that there are a few straightforward steps that managers can take to maximize their chances of landing those amazingly talented developers.

I’ve managed teams at both Microsoft and Amazon. I’ve recruited the cream of the software development crop against virtually every other big tech company, exciting start-ups, and even against other teams within my company. I’ve won more of those battles than I’ve lost, and I’ve learned my share in the process. I’m going to share a few very tangible suggestions that you can put into practice today that I humbly submit will make you more effective at winning your own recruiting battles. Most of the tips are equally relevant whether you’re managing a team within a huge company, or hiring employee #1 at a start-up operating out of your garage.

To set the stage, let’s start by focusing on a scenario that you’re likely to come across in the recruiting process. Suppose that you’ve been fortune enough to find a rock star developer who’s interested in your team. She breezed through your interview process, and your HR folks (who incidentally may also be you at a small company) have reached out to the her and started to negotiate compensation. The word comes back from HR that the developer is interested in joining your team, but she has other offers out from two other companies with comparable compensation and she’s having a hard time making a decision. The good HR peeps inform you that you’re at the absolute top the compensation range, so there isn’t any way to sweeten the offer and blow her away with dollar bills. They’ve lined up a sell call for you to chat with the developer, answer her last few questions, and get her jazzed about your team. This is a position that I’ve personally been in at least 10 times over the past year.

In this situation there are two sets of inputs that will determine whether the candidate accepts your offer. The first is a set of things that are mostly out of your control at this point, for example: the brand image of the company that you work for, the location of the team offices, differences in the compensation packages being offered, and the appeal of the projects that each team is working on based on that developer’s particular experiences and interests. The second set is in your control, for example: the way that you come across in the phone conversation and any other communication with the candidate, the way that you choose to paint a picture of your team, and how well you and the person connect. The following are tips that I’ve found effective at maximizing that second set of inputs that are in your control and increasing your odds of landing a rock star:

  • Prepare a one pager that sells your team, today. Leave the stuff that isn’t sexy out. Don’t talk about your ops rotation or that legacy product that your team has to keep on life support. You should field questions about those areas honestly when asked, but the one pager isn’t the place to do so. Sell the long term team vision, and make it something that good developers want to sink their teeth into. Emphasize hard technical challenges. Be sure to call out who your customers are and what the impact of the technology is for them, and consider including a powerful quote from at least one of satisfied customer. Email the one pager to the candidate as soon as possible once you’ve decided to hire them and before the sell call to keep them thinking about your team and help them formulate follow up questions for the phone call.
  • Come to the phone call prepared. Know the candidates resume and background inside and out. You studied this extensively prior to interviewing the candidate, but be sure to refresh your memory immediately before the call. Understand that when you chat, you shouldn’t feel the need to cover absolutely everything that your team is doing; in most cases that will be more than a person can digest in a single phone call. Create a list of no more than 3 high level bullet points that you want to be absolutely sure to cover. Tailor those bullet points to the kind of technologies that the candidate is likely to be excited about.
  • Spend the first 5-10 minutes of the phone call learning more about the candidate. Be sure that you’ve accurately identified their interests. Be ready to adjust your message on the fly to emphasize the points that jive with their interests. Ask probing questions to show them that you’re really interested in what they care about, and to be sure that you’re correctly identifying their interests.
  • Walk around while you’re talking. Put the phone on speaker, or get a headset. Use your arms and other body language, even though the candidate can’t see you. It’s easier to speak naturally and get excited about what you’re talking about if you’re not chained to a desk and phone. Your enthusiasm about the team and products is absolutely key to getting the candidate excited, and it’s harder for most people to convey over the phone than in person. It’s also something that is very difficult to fake if you’re working on a product that you aren’t a fan of.
  • Try to take the phone call to a place where it turns into a technical discussion between you and the candidate. If you can get to a point where they’re excited about the technology, making suggestions, and engaging in a dialogue about where they would take the technology you’re in great shape. Intentionally nurture that kind of discussion.
  • End the call by answering questions and offering to connect them with additional resources. I personally always provide my contact info and encourage the candidate to get in touch with me if any future questions come up. I also offer them a chance to schedule a follow up phone call with a senior engineer from the team (that I trust to represent the team well) to dive further into the technical weeds if the candidate is interested. They will only rarely take you up on that offer, but making the offer still goes a long way to establish the technical credibility of the team.
  • If the opportunity presents itself, follow up with something memorable. When I was contemplating Amazon my baby was just a few months old, and the hiring manager sent me an Amazon branded onesie. We sometimes send candidates Kindles to keep Amazon front and center in their mind and show them how much we want them to join us. I had a candidate a few months ago that wanted to join the team but was hesitant about the weather in Seattle, so I took a picture out the office window on the next day (which happened to be beautiful and sunny) and emailed it to him. Anything that keeps your team and company front and center in the candidate’s mind is awesome. Be sure not to force it if the opportunity doesn’t present itself, because that kind of attempt will likely come across as desperate and produce the opposite effect.

I hope you find those ideas helpful and are able to implement them effectively, unless I happen to be managing the team that you’re competing against for that next rock star developer. 🙂 I’ll certainly welcome feedback and/or additional suggestions from others in the comments below. I’ll add the usual disclaimer that these ideas are all my own, and don’t reflect any of the opinions of my current or former employers.

  1. joel

    Good tips Tyson. I’ll be sure to implement your wisdom when I hire you to run the tech division of my future start up someday!

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