Steve Pokras

People are getting better at interviewing all the time.

You might get a lot better feeling if you got eight to ten, but you also are going to know if they like you after eight to ten.

So those are both really important.

So we have an extensive program.

We want to know that you're willing to invest in us.

We're willing to invest a lot in you if we think you're a good candidate.

And then each one of our interviewers is focused on at least one of the values, if not all of them, and a very specific question set is going through.

We spent a lot of time thinking about our values.

I can't remember what speaker we were just talking to, but...

The values come up when the right time to define your values is after you created them and you try to figure out what you just created, as opposed to the whiteboard strategy of putting them out there.

Ours are about passion, quirkiness, and scrappiness, inclusiveness, and really cheering on and bringing energy to the rest of the team.

Um, the thing that I interviewed for at the end and why it's so important, I thought that Todd's comment was really interesting of like, what value does the CEO bring?

Is this just a control freak situation?

To me, I'm going in with a couple of things.

One is I want to know that you're curious about something like there's something that you just became unexpectedly passionate about.

And once you did, you went obsessively after and wanted to learn it because that's who I wanted my company.

And the second is the way that I feel.

I want to feel more energized after I leave the question or after I leave the interview with you than I felt before.

And I think if you're adding more energy with every single new person that you bring on, you're going to bring a more energized company that's going to attract more energized talent that's going to keep coming in.

So I think of recruiting like marketing.