Part IV · Build with People — Chapter 25
Hire evidence, not charm
The first hires do not merely perform work. They teach the company what behaviour is rewarded and what standard is real.
Hiring too early converts uncertainty into fixed cost. Hiring too late traps the founder in delivery and slows customers. Hire when there is repeatable, important work; the expected value exceeds the full cost; and you can define, support, and evaluate the role.
Begin with outcomes
Write a scorecard before the job description:
| Element | Example |
|---|---|
| Mission | Own reliable onboarding for new B2B customers |
| 90-day outcomes | Reduce time-to-first-value; complete documented hand-off; maintain quality threshold |
| Ongoing measures | On-time launch, defects, customer sentiment, rework, capacity |
| Capabilities | Process design, customer communication, technical judgment |
| Behaviours | Truthful escalation, ownership, written clarity, respect |
| Constraints | Budget, tools, decision rights, compliance boundaries |
A vague role attracts vague evaluation. “Rockstar” and “10x” are not selection criteria.
Use a structured process
1. define outcomes and must-have capabilities; 2. source broadly enough to avoid cloning the existing circle; 3. use the same core questions for comparable candidates; 4. request work samples or a paid, bounded trial where lawful and appropriate; 5. test job-relevant judgment, not puzzle performance;
6. conduct reference checks with consent; 7. explain the real role, constraints, and risks; 8. decide against the scorecard, not charisma; 9. document offer, compensation, confidentiality, IP, and employment terms correctly; 10. design a 30/60/90-day onboarding plan before day one.
Avoid collecting unnecessary personal data. Do not discriminate on protected grounds. Ensure internships, contractors, and employees are classified and treated lawfully; labels do not override reality.
Reference questions that reveal evidence
- • What outcomes did this person own?
- • Where were they strongest relative to peers?
- • What support did they need?
- • Tell me about a missed commitment or conflict.
- • How did they respond to direct feedback?
- • What role would you hire them for again—and not hire them for?
- • Is there anything material I should investigate further?
Onboard with context
Provide the company’s purpose, customer, economics, standards, security expectations, decision rights, tools, current risks, and definitions of success. Pair written context with real work and frequent feedback. Do not throw a new employee into chaos and call survival “ownership.”
FROM THE INTERVIEW EVIDENCE The supplied interviews repeatedly praise strong teams, delegation, and high hiring bars. Use the signal carefully: “hire only nines and tens” is a slogan unless translated into role-specific outcomes, evidence, onboarding, and management. See E12.
· GE ch. 21; LG pp. 35–38; ASC pp. 112–114. Mechanisms paraphrased; judgment and examples are labelled.