It's funny, because writing this book has made me look back at my hiring decisions--and, you know what, the more I look at it, the more I see there's a completely inverse relationship between "the ideal paper candidate" and "the right person to hire."
Examples:
1. Our first office manager at Centric was possibly certifiably insane, and yet she literally made us an effective, solidly profitable company for the first time by the systems she put in place.
2. Our first head of interactive development at Centric was a barista at Starbucks that this office manager offered a job to. He took the initiative to create an entire programming division for Centric.
3. Our best creative director we found selling prefab homes in Second Life.
4. Our best creative/programming/marketing hybrid started as someone we didn't know what to do with, with no credentials (he was a temp/intern) and has gone on to make the online marketing part of Centric the most consistently effective part of the company--and he's a great designer, too.
5. Eddie.
6. Tony.
7. Our operations manager at Schiit, which is the subject of another chapter.
And, on the other hand:
1. The most qualified directors of interactive development we've had have been the ones who (a) never showed up, (b) were prima-donnas, or (c) tried to sue us.
2. The most qualified design people we've hired have lasted an average of 30 days, before quitting in a huff over their art.
3. The most qualified creative director we had was so rigid, he didn't fit with the company.
Makes you think, doesn't it.
(Oh, and as far as kissing the ass of the boss? Try it in our biz--marketing or electronics--and see how far it gets you. That's a very sure way to not working for us for long, because it makes us think you're covering something up. I know that it's standard business practice to say, "compliment the boss, dress like the boss, etc" but that's just scary.)