No compromise on talent
As a founder and team builder, I’ve been fortunate in my pursuit of exceptional talent for my ventures. My natural curiosity about people—their backgrounds, experiences, and aspirations—has proven invaluable as I navigate the ever-evolving talent landscape. I’m grateful that my mission to create health-promoting technology businesses resonates with many talented individuals.
Building something from the ground up requires a diverse array of skills and expertise. If you’re familiar with my recent journey into the startup world, you know I’m always in search of individuals who can help me grow as a business leader and as a better person. When I founded GenoPalate Inc., my initial focus was on finding business advisors. Once I’d identified a few truly insightful mentors, I established long-term relationships with them, enabling me to learn from their breadth of experience. These advisors have become instrumental in helping me uncover the various talents needed to realize my vision—whether as employees, brand advocates, or business partners.
One pattern I’ve consistently encountered in my talent search is that once you attract individuals with outstanding qualifications, they often lead you to other exceptional talents, each with unique backgrounds and expertise. This networking effect has, in my experience, been nearly foolproof in helping me identify the right people for my mission. While I do recognize the value of hiring recruiters to expedite the team-building process, I don’t believe relying solely on that method is the best strategy.
Talent sourced through your network tends to be of the highest caliber and often comes at a fraction of the cost compared to traditional headhunting. In many instances, it has cost my business little more than the investment of my time—a precious resource I prioritize for scouting the right talent. Ultimately, when you build a strong team, you lay the foundation for a successful business.
No dragging on firing
While my inclination is to grow a team rather than make cuts, my experiences in building teams, projects, and companies have taught me a tough and costly lesson: if there’s a team member who no longer fits, or if they once contributed significantly but are now misaligned as the team evolves, it’s essential to act decisively as a leader. Holding on too long out of hesitation or sentiment can hinder the success of the entire team.
Letting go of an employee who has been a valuable contributor is never easy. It can disrupt workflows, delay key deadlines, and disappoint business partners or customers. Additionally, if the individual is well-respected or leads a crucial function, their departure may impact team morale. The financial implications can also be daunting, especially if your budget is tight. However, I assure you that the complications and potential costs of prolonging the situation far outweigh the discomfort of making the tough call.
It’s important to remember that no one enjoys being fired. For the individual involved, it can feel like an embarrassment and a disruption to their career trajectory and financial stability. Yet, when viewed from a broader perspective, this opportunity to pivot from a situation that isn’t working can ultimately be a blessing in disguise for their professional journey.
When you realize that a team member is no longer aligned with your organization’s goals, take the necessary steps to address it. Create a sensible severance plan and communicate your decision with honesty and transparency, both to the individual and the team, as soon as you’ve reached your conclusion. This approach will benefit your business while respecting the individual’s future opportunities.
Create your own culture and let talent join in
Drawing from my heritage in the Far East and enriched by my American experiences, I’ve cultivated a unique culture centered on personal growth. This culture influences my behavior and decision-making, creating an energy that accompanies me wherever I go. Every organization, whether consciously crafted or not, has a culture that significantly impacts its health and longevity.
Building a positive team culture demands thoughtful investment, and every founder and CEO should commit to creating a work environment where their team feels successful, fulfilled, and happy. While I’m still a student of culture building, I’ve gleaned valuable insights from my experiences. One key practice is to establish the fundamentals of team culture early on.
In the early stages of my most recent startup, I facilitated team discussions to identify our top five shared values. The process itself was more important than the specific outcomes—it fostered honest dialogue about what motivates us to come to work each day. For our team, promoting health, innovation, and problem-solving emerged as vital. Witnessing everyone resonate with these values reinforced the effectiveness of our talent recruitment.
With a strong foundation in place, I then focused on how to empower our talented team to leave work each day feeling accomplished. What essential tools would enhance collaboration? What policies would create a safe environment where employees can voice their opinions and seek help when needed?
When COVID-19 struck, our foundational culture remained intact, even as the crisis reshaped how we worked and bonded. As a leader, I recognized the need to adapt while preserving our core identity—this balance is essential for building a lasting culture. External and internal environments are ever-changing, and it’s the leader’s responsibility to nurture the soul of the company through all circumstances, whether favorable or challenging.
