When hiring people; hire people you really want to invest in.
Not want them to succeed for you but want them to succeed for them and you would go out of your way to invest in them to make that happen.
Then you have something special.
One huge mistake that many managers make is to tell a senior member of their team:
“<XYZ> is entirely your decision. I am here to serve you. I will defer to whatever your decision is here.”
This happens at all levels e.g. a Founder/CEO delegating “product strategy” to the CPO.
"The world looks one way in peacetime but very different when you must fight for your life every day." - @bhorowitz
The right person for the job 3 years ago isn't the right person for the job today.
Something I learned pretty early on in my career:
It's okay to not be good at everything. If you want to win in a senior role, do more of what you're really good at. Acknowledge what you're bad at, and have someone who is better than you handle those things.
After coaching a lot of very successful people, here's an unsexy truth:
A lot of success is learning to grind when it's boring.
Staying engaged, working, and seeing it through when it's "boring" is a skill. If you expect all building to be exciting, you'll never make it.
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When someone is very dogmatic about a specific title they want coming into a role, 90% of the time, it hasn’t worked out in my experience.
That sign for me is always a red flag.