I wish I'd read this chapter before I accepted that job!"
We hear that a lot.
Almost nobody wants to do due diligence. Almost nobody likes to do due diligence. Almost nobody knows how to do due diligence well. It's as though people don't want to do anything to spoil the moment of getting a job offer and knowing that somebody else appreciates them. Ignorance can be bliss . . . until the things you didn't see, show up and sting you on the head.
It won't surprise you to learn that we think due diligence is important. But then, we also think it's a good idea to look both ways before crossing a busy street, and that it's a good idea to check for barely submerged rocks before diving into a lake.
In this chapter, we suggest that you figure out organizational, role, and personal risks during due diligence. We suggest a process for doing that. We also suggest a framework for dealing with those risks once you've figured them out. You may want to follow our suggestions. Or later you can send us an e-mail saying "I wish I'd read this chapter before I accepted that job!" You won't be alone.
Another advantage of doing due diligence is that it can be a good way to open communication channels that may be mutually valuable down the road. We have much more on communication later in the book.
You already know how to do ...