As technology leaders, we’re constantly faced with the challenge of building teams that are not just fit for today but also resilient, adaptable, and primed for the challenges of tomorrow. When you’re tasked with assembling the right talent in a fast-paced environment, you realize that it’s not always about finding the most experienced candidate but about discovering those who have the potential to grow and evolve alongside your organization.
In a recent Breaking Changes episode, Postman’s Jean Yang sat down with Tido Carriero, an experienced tech leader with roles at Facebook, Dropbox, and Segment. Carriero offers a compelling perspective on hiring for potential, evaluating talent, and guiding teams through periods of intense growth. This article distills his insights into actionable stories and lessons for tech leaders looking to build and sustain high-performing teams.
Hiring for potential
Carriero’s career as an engineering leader has been built on the philosophy of hiring for potential. He believes that finding individuals who possess an upward trajectory is far more valuable than simply recruiting those who already check all the boxes.
“The slope of the line is much, much more important than where the Y-axis is.”
—Tido Carriero
But what does it mean to hire for potential? It means looking beyond what candidates have done to understand what they’re capable of achieving. Carriero’s approach is to seek out individuals who may not have the most glamorous CVs but exhibit traits of curiosity, growth, and adaptability. He reflects on how spotting potential is an inefficiency in the job market; most companies aim for the most polished and experienced candidates, often overlooking those with incredible untapped potential.
Advice for leadership
- Focus on trajectory over credentials: When assessing candidates, consider how they’ve evolved in previous roles. Are they someone who constantly seeks challenges, or have they remained in their comfort zone? The best hires are those who demonstrate a clear upward trend in their capabilities and responsibilities.
- Ask the right questions: Use behavioral interviews that dig into the journey rather than just the destination. Ask about pivotal moments, challenges overcome, and what they learned along the way. These questions reveal how someone adapts and grows, providing a clearer picture of their potential.
Key takeaway: Don’t just hire for what someone has done; hire for what they’re capable of doing.
Balancing experience and enthusiasm
Every successful team is a blend of different levels of experience. Carriero stresses the importance of having a diverse mix of seniority within a team. The seasoned veterans provide guidance and technical oversight, while mid-level and junior engineers bring fresh energy, enthusiasm, and a hunger to tackle challenges.
In one instance, Carriero recounts how he started building a team by focusing on senior hires who could understand the lay of the land and set a strategic direction. As the team matured, he sought out junior and mid-level engineers who were eager to take on tasks that might seem mundane to more experienced engineers but were golden opportunities for growth.
Advice for leadership
- Start with a strong foundation: Begin by hiring senior engineers who can provide the necessary guidance and set a strategic direction for the team.
- Introduce enthusiasm and fresh ideas: As your team grows, integrate mid-level and junior engineers who can take on tasks that serve as stepping stones for their growth while lightening the load for senior team members.
Key takeaway: A well-rounded team with a mix of experience levels ensures that you’re not only solving today’s problems but also nurturing the talent that will drive your future success.
Evaluating junior talent
When it comes to evaluating junior hires, Carriero emphasizes that the standard whiteboard coding interviews aren’t always the best indicator of future success. Instead, he advocates for a storytelling approach—encouraging candidates to walk through their experiences, even if they are few, to provide a glimpse into their potential.
By asking candidates about their most significant projects, challenges, and achievements, Carriero aims to uncover their ability to reflect on their experiences, learn from them, and articulate how they’ve grown. This approach not only helps identify high-potential junior talent but also ensures that candidates are genuinely excited about the role they’re being considered for.
Advice for leadership
- Encourage candidates to tell their story: Ask open-ended questions about past projects, internships, or side projects. Let them walk you through their thought process, challenges, and what they learned.
- Identify adaptability and growth: Look for evidence of curiosity, resilience, and problem-solving skills. Candidates who can reflect on their experiences and articulate how they’ve grown will likely be more adaptable and willing to learn.
Key takeaway: A candidate’s ability to reflect and articulate their journey is often a stronger indicator of future success than technical skills alone.
Recognizing red flags
One of the most significant red flags Carriero points out in candidates is a lack of humility. It’s easy to spot candidates who struggle to acknowledge their mistakes or reflect on what they could have done differently. These individuals often plateau early in their careers because they lack the self-awareness necessary for growth.
Carriero values humility as a core trait, as it signals a willingness to learn and adapt. In one instance, he shares how he consistently asks candidates to reflect on what they would have done differently in past roles. Those who couldn’t provide thoughtful answers raised concerns about their potential for growth and adaptability.
Advice for leadership
- Probe for self-awareness: During interviews, ask candidates about their biggest failures and what they learned from them. Pay attention to how they frame their experiences—do they take ownership, or do they deflect blame?
- Value humility: Candidates who demonstrate the ability to self-reflect and acknowledge areas for improvement are more likely to grow and adapt in your organization.
Key takeaway: Humility and introspection are essential traits in high-potential hires. Look for candidates who can learn from their mistakes and are open to growth.
Leading through uncertainty
Beyond hiring, leading through periods of rapid growth requires an adaptable mindset and a willingness to introduce changes incrementally. When Carriero joined Segment, he observed a talented but chaotic team with little structure. Rather than imposing a rigid process, he introduced lightweight frameworks like product review meetings and flexible templates for product requirements. These “just in time” changes helped the team adapt without stifling creativity.
Advice for leadership
- Introduce process incrementally: Start with simple, flexible processes that address immediate pain points. As your team grows, evolve these processes to ensure they continue to serve the team’s needs.
- Empower your team: Provide autonomy in how processes are adopted and adapted. Allow your team to shape how they work, which fosters a sense of ownership and engagement.
Key takeaway: Effective leaders introduce processes that evolve with the team, ensuring they support growth rather than inhibit it.
Handling unpopular changes
One of the toughest challenges a leader can face is implementing unpopular changes, such as reductions in force. Carriero’s advice here is to approach these moments with directness, honesty, and speed. Hiding behind email or avoiding tough conversations only breeds uncertainty and fear.
Advice for leadership
- Be present and transparent: When delivering difficult news, do so in person (or over video if remote). Be prepared to answer tough questions, and don’t shy away from saying, “I don’t have that answer right now, but I’ll follow up.”
- Stay visible: After implementing a difficult change, show up for your team. They need to see that you’re still invested in their success and the organization’s future.
Key takeaway: When facing tough decisions, honesty, and transparency go a long way in maintaining trust and morale within your team.
Building teams that stand the test of time
Hiring and leading in today’s dynamic tech landscape is a journey that requires a balance of foresight, empathy, and adaptability. Carriero’s insights remind us that while skills and experience are valuable, it’s the potential, humility, and adaptability of a candidate that often determine their long-term impact on a team.
By focusing on growth potential, nurturing a mix of experience levels, and approaching change with transparency, tech leaders can build teams that not only withstand the pressures of growth but thrive amidst them. The best leaders are those who hire for what’s possible, not just for what’s present. In doing so, they create teams capable of not only adapting to change but driving it.
For more of Tido Carriero’s insights, be sure to check out the full episode, “How I Led Engineering Teams Through Hypergrowth at Facebook, Dropbox & Segment.” Learn more wisdom from industry experts by subscribing to Breaking Changes on Apple, Spotify, and YouTube.