Editor’s note: Jeff Markowitz joined Greylock as a partner in 2011 and focuses on managing executive talent relationships both in and outside of the portfolio.
In Part 1, my colleague Reid Hoffman said that recognizing that top talent may someday want to leave can lead to more honest conversations at work that can even help with long-term retention. In this article I will discuss how to foster the relationships between your employees and other people in the industry.
When top performers at our more mature Greylock portfolio companies (LinkedIn, for example) spend three years or more building their areas and are ready to move on, we do not see this as a crisis (i.e. “My superstar employee is on the move!”). Instead, we view this restlessness as an opportunity. We ask that employee, “What are you interested in, and how can we help you expand your network?” We then connect this individual with relevant employees from other startups within our portfolio so that…
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