Korva is a scroll of the internet’s best ideas.
Rejected candidates still recruit for you
Because the company has scoped to the best people, its promoters weigh more than most. They are influential, known to be good, and trusted when they speak. They may never come back to the company, but they might tell someone who then tells an audience, or mention it at a barbecue.
That builds into a groundswell and a stronger magnet, and it makes activating the next top candidate a little less hard.
Employees who went through the process add to it. They remember the experience, recognize it, and help deliver it to the next batch of people. Once a company gets past the initial hump, that creates a flywheel.
How did the promoter idea become a metric?
Fred Reichheld introduced the Net Promoter Score in a 2003 Harvard Business Review article titled The One Number You Need to Grow. It asks how likely a person is to recommend a company on a scale from 0 to 10. Respondents scoring 9 or 10 count as promoters, and those scoring 0 to 6 count as detractors. The score subtracts the share of detractors from the share of promoters.
Why does a trusted voice persuade more?
Carl Hovland and Walter Weiss ran an experiment in 1951 in which the same message was credited either to a high-credibility or a low-credibility source. People were more persuaded by the high-credibility source. Source credibility has remained a basic finding of persuasion research ever since. A recommendation from a respected expert therefore carries more weight than the same words from an unknown voice.
How does a flywheel build momentum?
Jim Collins popularized the flywheel in his 2001 book Good to Great, using the image of a heavy wheel pushed in one direction. The early pushes yield little visible movement, and the turns that follow add speed because each builds on the last. Amazon is a well-known example of the framework, since Jeff Bezos sketched its flywheel on a napkin in 2001. The effect depends on parts that reinforce each other.
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