Instead of focusing solely on a candidate's current skills, Figma's CEO looks for their 'slope,' or their trajectory of rapid learning and improvement. This is assessed by analyzing their history of decision-making and growth mindset, betting on their future potential rather than just their present abilities.

Instead of treating a resume as a list of facts, frame interviews around the story it tells. Ask "why" behind each job change and project choice to understand the candidate's motivations, self-awareness, and decision-making process. This reveals far more than a list of skills and accomplishments.

The most promising hires are often high-agency individuals constrained by their current environment—'caged animals' who need to be unleashed. Look for candidates who could achieve significantly more if not for their team or organization's limitations. This is a powerful signal of untapped potential and resourcefulness.

A person's past rate of growth is the best predictor of their future potential. When hiring, look for evidence of a steep learning curve and rapid progression—their 'slope.' This is more valuable than their current title or accomplishments, as people tend to maintain this trajectory.

The ideal early startup employee has an extreme bias for action and high agency. They identify problems and execute solutions without needing approvals, and they aren't afraid to fail. This contrasts sharply with candidates from structured environments like consulting, who are often more calculated and risk-averse.

When evaluating a candidate's job history, distinguish between those 'running towards' an exciting opportunity and those 'running from' a negative situation. The former is a strong positive signal of ambition and conviction. The latter can be a red flag that warrants deeper investigation into potential performance or culture fit issues.

The most promising junior candidates are those who demonstrate self-learning by creating things they weren't asked to do, like a weekend app project. This signal of intrinsic motivation is more valuable than perfectly completed assignments.

When hiring, focus on what a person has created, not their stated attributes or background. A great "invention" (a project, a piece of writing, code) is the strongest signal of a great "inventor." This shifts the focus from potential to proven output, as Charlie Munger advised.

When evaluating potential interns, academic leaders value self-starters over students who simply follow instructions well. Proving you can learn a new skill independently or have pursued a project on your own is more compelling than a perfect transcript. Initiative signals a capacity for real research contribution.