As a headhunter specializing in ventures and startups, Takano Hidetoshi has supported over 11,000 career consultations and hiring for more than 4,000 companies. His book, "Venture Etiquette," outlines how to work effectively to achieve results in venture environments.
Here are five characteristics of talent that venture companies should avoid hiring, based on his book.
❶ The Critic Who Only Points Out Flaws
"Isn't our company's strategy outdated?" "Don't you think users are bored with the current service?" "We should focus more on advertising."
Some people constantly voice complaints. They criticize the organization's status quo and offer plenty of ideas about what "should" be done, acting like "critics," as Takano describes them.
These individuals likely dream that management will act on their suggestions. However, reality is different. Management thinks: "If you think so, why don't you do it yourself?"
Executives are busy. They don't have time to evaluate every "idealistic" idea that hasn't been researched or acted upon.
❷ Those Who Constantly Say "At My Previous Company..."
People who switch from large corporations to ventures often become critics. Their catchphrase is "At my previous company..." Takano calls this the "worst catchphrase" that leads to immediate rejection.
"Things worked well at my old company this way." Criticism of the current job and praise for the former employer start during lunch or drinks but spill into internal chats and emails. Some even send long-winded emails to executives.
Busy venture leaders don't have time to read lengthy emails. They think, "Didn't you join because you were confident you could deliver results in any environment?" Such people are labeled as "full of excuses."
Anyone can get the same results in the same environment using the same methods. Truly capable professionals are those who can reproduce results in different environments.
❸ Those Who Say "I Can't Do It Without Systems"
"I can't do it without systems," "The current system is bad," "If we had such a system, we'd get results." These people demand things that don't exist, spinning theoretical arguments.
However, seeking templates or systems is meaningless. Even looking at mega-ventures, reproducibility is rare; many rely on the unique abilities of their founders.
For example, SoftBank. Masayoshi Son launched massive initiatives like ADSL, Vodafone acquisitions, and Vision Fund. His hybrid approach as both a trading house and investor is something only he can do.
❹ Those Who Demand Autonomy Before Results
"If I just had more autonomy, I could produce better results." This is a common phrase heard by those advising venture employees. But you must not demand autonomy before delivering results.
In large corporations, junior staff rarely get autonomous roles, following seniority and boss's instructions. Many come to ventures seeking this autonomy, feeling unfulfilled by corporate structures.
This mindset exists among students too, where "being given autonomous work" is a key criterion for choosing employers.
While these individuals have the desire to work harder, Takano insists they should not prioritize autonomy over results.
❺ Those Who Over-Confirm Details
When assigned a task, some plan based on past examples, frequently report/consult/communicate (Hou-Ren-Sou), and deliver exactly as requested. In traditional large firms, this is highly valued.
Indeed, graduates from established corporations tend to proceed cautiously, asking "Is this okay?" for everything, because preventing mistakes leads to promotion.
But in a venture, this approach fails. Executives think, "Stop asking me every little thing," or "It's faster if I do it myself," labeling the employee as "someone who can't think or act independently and requires hand-holding."
Ventures face unprecedented new tasks constantly. Requesters often lack a clear image of the final product, so confirming details just gets you told, "Figure it out yourself."
Even if you meet deadlines, no results mean no evaluation. Simply doing what you're told as expected does not earn high marks.
Summary
Venture companies should avoid hiring people with these five traits:
❶ Critics who only point out flaws — Management thinks, "If you think so, do it yourself."
❷ Those who say "At my previous company..." — Labeled as excuse-makers and rejected immediately.
❸ Those who say "I can't do it without systems" — Seeking templates is meaningless.
❹ Those who demand autonomy before results — Don't ask for freedom before proving value.
❺ Those who over-confirm details — Seen as unable to think or act independently.
Finally
https://x.com/mmmsumo/status/2096586322475720995
https://x.com/mmmsumo/status/2096846875806847350
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