At the second meeting of the program Google Elevator, conducted in partnership with ACE, the subject that engaged the digital agencies participating in the event and touched sensitive points in the managers' routine was recruitment, team management and leadership. From the event, full of experts on the subject, we learned some crucial lessons for the good functioning - and growth - of both agencies and startups. Here we share the highlights - and precious lessons - for all entrepreneurs.
Build an employer branding
The first to go on stage was Hassan Callegari, Commercial Manager of former Love Mondays, now Glassdoor Brasil and one of ACE's exits, addressing good employer branding. "How to attract the right people?", He teased. According to him, the first step is to work well as an employer brand, highlighting the company's values, seeking the best cultural fit.
“76% of professionals research the company before deciding on a new job - Google being one of the main sources of research. Besides that, companies with highly engaged employees are 21% more profitable."
According to a survey conducted by Glassdoor, employee evaluations, information about benefits and salaries and culture, mission, vision and values of the company are the main information sought by a candidate when evaluating an opportunity.
And Hassan says: “Employees have 3 times more credibility than the CEO when talking about the work environment”.
The STAR method
Then it was time for João Furlan, CEO of Enora, take the stage to present the best ways to recruit employees. How to approach, what to ask, how to conduct interviews ...
He brought the STAR method, which is based on assessing how the candidate acted in the face of a Situation, Task, Action and Result. Focusing on the analysis of analytical reasoning and the construction of discourse.
The leadership framework
The last guest of the day was the Marcelo Furtado, CEO of Convênia, which focused on talent retention through good people management and leadership development. He presented the leadership framework, where it is necessary combine and balance people driven and task driven tasks. That is, managing people well, while not losing focus on deliveries and results.
The best leader is not the one who leans to one side or the other, but the one who knows how to balance the two characteristics. "Being a leader is not just being a people guy, you also have to have things done, make deliveries. But this is also a different concept of micromanaging ”, defined Marcelo.
A good leader must give constant and efficient feedbacks, do 1: 1 correctly - here, the leader is the leader - and understand personal and professional desires.
The debate went on to the formation of supertimes, coming to the conclusion that how a team works matters more than who is on the team. And that the evolution of the work does not happen in a linear way, but with ups and downs as the team adjusts and validates the ways of interaction and pace of delivery.
In this case, the leader must absorb uncertainties and still maintain stability in the group. "The leader has the why, but the team has the how”, Theorizes Marcelo. The leader is also responsible for looking at new opportunities, and that does not mean changing all the time. "The leader must focus on strategies for the group not to get lost", he adds.