The Follow-Up Thank You Email That Got Me Hired One Week After the Interview

The Follow-Up Thank You Email That Got Me Hired One Week After the Interview

The author sent a thank you email after interviewing at HubSpot, which resulted in being hired within a week, 20 days faster than their average turnaround time. Sending a thank you email after an interview can help candidates stand out in a competitive job market. A great thank you email should show appreciation for the interviewer's time and effort, and should be sent within 24 hours after the interview. The email should reiterate the candidate's interest in the role and company, recall an... ...interesting point from the conversation, and offer to answer any further questions. Researching the company and the people conducting the interview is crucial, with recruiters saying... ...that they would reject 47% of candidates who showed little knowledge about the company. Even the best interviews are stressful, so taking notes afterward can help recall important details that can be included in the follow-up email. Avoid sending generic or template emails, as they can feel impersonal and convey a lack of interest in the company. The follow-up email should be customized and detailed based on the interview conversation. It is beneficial to show your unique value in an authentic way, such as demonstrating how your personality matches the company's culture. The follow-up email should also ask smart, informed questions showing curiosity and interest in the company. Review your note before sending to ensure that it includes all necessary information and is addressed to the correct person. Customize your emails after each step in the interview process, as interviewers may share your emails during the decision-making process. Putting in a few extra minutes of thought and creativity into follow-up emails can make a significant difference in job applications. The final thank you email is just the beginning, and candidates should also be prepared for other decisions that come after hearing about the job offer.

#email#company#interview

Building a Simple Game

Building a Simple Game

Game development is both fun and interesting, and can be a good departure from more traditional software engineering projects. Concepts such as GameObjects, Scenes, and Prefabs are key to game programming, and can be learned hands-on by building a simple game. Game development and traditional software engineering have many similarities, including some aspects of object-oriented principles. Game engines provide a framework and libraries that support common functions for game development, including... ...rendering for 2D or 3D graphics, physics and collision detection, networking, memory management, and more. Most games are built with established engines by popular third-party providers like Unity, Unreal, and CryEngine. Unity is popular with smaller teams and single developers due to its ease of use and quick feature iteration,... ...while Unreal is often used for larger AAA titles due to its ability to produce slick-looking games. GameObjects in game engines are components of a typical game and can include sprites for 2D graphics, models and textures for... ...3D graphics, physics elements, sound assets, light sources, cameras for rendering, and code for specific gameplay features. Scenes are collections of GameObjects, often representing individual levels in a game. Prefabs are templates used to create GameObjects during gameplay, useful for frequently used components. Having a background in traditional software engineering is beneficial for game development, as many concepts and skills carry over. To build a game, you can start with a new 3D project in Unity, create a player object that responds... ...to keyboard inputs, and create coins which players can collect by colliding with them. Games can be structured using the Model-View-Controller approach, which helps maintain clean structure and aids in debugging. Unity and Visual Studio Code are both free for personal use and can be used to follow tutorials and create a simple game.

#game#development#GameObjects

How to hire your first growth team

How to hire your first growth team

Growth teams focus on creating distribution strategies that acquire, activate, engage, and monetize customers on the existing product value. Growth teams and pods often form around acquisition, activation, monetization, and/or... ...engagement goals. The first goal new growth teams usually take on is acquisition. Improved acquisition leads to healthier engagement and monetization; refining these initial stages can enhance downstream metrics. Before achieving Product-Market Fit (PMF), develop a growth model hypothesis. If there... ...is no validation that the product has found PMF, growth has nothing to grow. During early signs of traction and initial scaling stages, founder-led growth is the best path where... ...the founder drives growth efforts across product-led, marketing-led, or sales-led motions. As your company transitions from the search for and validation of PMF to scaling work, you can begin hiring your growth team. The skill set of your first... ...growth hire should be anchored to the biggest growth lever that is currently experiencing friction: acquisition, activation, engagement, or monetization. A growth leader should not be your first hire; instead, hiring a “builder” profile such as an Acquisition PM or Retention Growth Marketer... ...is a better bet. These individuals are growth generalists focused on broad tactical and execution skills within a specific domain. There are two common archetypes of growth team structure: centralized and decentralized growth teams. Centralized growth teams are optimized for velocity... ...but often hoard growth responsibility. Decentralized growth teams distribute responsibility across the organization but may lack unified direction. Regardless of the structure, the entire company should continue aligning to growth outcomes. The reporting structure can be either reporting to the CEO or a Marketing/Product/Revenue leader. Companies should avoid the trap of hiring a growth leader to outsource solving growth... ...problems, as this often results in initiatives that do not produce desired outcomes. It is recommended not to hire a team for growth too early in the PMF journey, as it may not warrant multiple headcounts.

#growth#teams#acquisition

The Looking Glass: The Power of the Mindmeld

The Looking Glass: The Power of the Mindmeld

The writer has always desired the ability to read minds, a superpower that they believe could greatly improve their work and personal life. The writer believes that perfect communication, akin to mind-reading, is essential for teams to work effectively towards the same goal. The concept of 'mindmeld' is introduced, which is the idea that all members of a team have the same understanding and vision of the project at hand. Lack of 'mindmeld' in a team can lead to issues like resentment, poor output, and office politics. When presenting new ideas, it's important to establish a shared foundation and define any technical terms precisely to avoid confusion. The presenter should also clearly explain the benefits of their new idea and how it contributes to the shared goal. The writer's experience of participating in National Novel Writing Month, a challenge to write a 50,000-word novel in November, helped them develop as a writer. The process of writing, regardless of whether the work is published or not, is beneficial for personal growth and clarity of thought. The writer believes that writing, reading, and thinking go hand-in-hand, and regular writing can have many advantages in life. The writer contributed to a Figma article, where they shared perspectives on judgement and context in design, reflecting on Brian Chesky’s talk. The writer offers paid subscribers additional resources on improving clarity, making memorable presentations, and understanding the limitations of AI summaries.

#writer#work#hand

Lessons on Leadership: Michael Abrashoff on Turning the Worst Ship in the Navy into the Best

Lessons on Leadership: Michael Abrashoff on Turning the Worst Ship in the Navy into the Best

Michael Abrashoff transformed the USS Benfold from being one of the worst-performing ships... ...in the navy to the highest-performing within three years without changing the crew. Abrashoff encourages organizations to reward risk-takers and innovators, not those who avoid change and controversy. He believes that the key to leadership is understanding oneself first, which can lead... ...to a transformation in how leaders interact with their team and make decisions. He stresses that leaders need to allow their subordinates to fulfill their talents to the utmost, emphasizing that... ...many limitations are self-imposed by the leader due to their own fears, ego needs, and unproductive habits. Abrashoff argues that command-and-control is not the most efficient way to tap into people's intelligence... ...and skills. Instead, he advocates for creating a culture where employees take ownership. He believes that rules should be questioned and challenged, as many may become obsolete over time. Abrashoff found that people leave organizations mostly due to lack of respect, inability to impact the... ...organization, not being listened to, and not being given more responsibility, rather than low pay. He suggests leaders should see the world through the eyes of their subordinates, which can make it easier to identify and address problems. Abrashoff criticizes systems that reward micromanagement, which he believes disempowers subordinates and removes ownership and accountability. He encourages leaders to constantly seek better ways to do things and to implement processes that people enjoy carrying out. Abrashoff argues against creating extensive rules and policies for every possible contingency, as they become difficult to change and discourage ownership. He believes that giving the right people direction and autonomy increases the odds of success. Instead of rules, Abrashoff suggests organizations should use principles, allow for exceptions... ...and judgement, and train people to think and make decisions on their own. His book, "It's Your Ship," details the techniques he used to win trust, create an environment where people felt accountable, and gain commitment.

#Abrashoff#people#believes

The Looking Glass: You Cannot Teach Wisdom

The Looking Glass: You Cannot Teach Wisdom

The Looking Glass is a reader-supported publication that offers insights on product development and management. The blog post suggests seven key questions to ask when interviewing a prospective user of your product. The questions are designed to capture an eyewitness account, check table stakes, probe for... ...pain, research cost, determine the bar, gather potential visions, and test your thesis. The author asserts that wisdom cannot be taught; it is gained through personal experiences, growth, and introspection. According to the article, wisdom is like an elixir, which matures and gets better with time. The author suggests that clichés are containers of wisdom, which start off as shallow but become deeper and more meaningful with life experiences. The blog post emphasizes that wisdom is not something that can be passed on, but rather it is something that must be lived and experienced. The author also shares insights on the true measure of greatness, suggesting that it's... ...not about achieving a label but about creating things that meet one's own standards. An archived post on the blog discusses effective ways to pitch a product idea. It's important to describe the problem you're solving, consider how many people have... ...this problem, and present the solution in terms of experience, not the product. The author also stresses the importance of letting go of personal ownership of ideas and embracing a team approach. The author encourages paid subscriptions to support the publication and to gain access to subscriber-only content.

#author#product#wisdom