Margaret Wheatley once said, “People support what they create.”
And if I’ve learned anything about hiring, it’s that the best hires aren’t just about resumes or polished interviews—they’re about buy-in.
Most hiring processes feel like a mix of gut instinct, rigid scorecards, and a whole lot of hoping for the best.
We tell ourselves we’re hiring for the “best person for the job,” when really, we should be hiring for the right person for the team, the culture, and the future of the company.
And that takes more than just checking off qualifications—it takes real conversations, deeper thinking, and a willingness to challenge what we think we know about who belongs in a role.
So, let’s talk about how to actually do this right.
Engage Stakeholders Early (And Not Just the Obvious Ones)
Way too often, hiring managers think they’re being inclusive by looping in HR and the direct manager.
That’s not enough.
You’re not just hiring someone to “do work”—you’re hiring someone to shift dynamics, push boundaries, and solve real problems.
That’s why I like to bring in high-performing peers, cross-functional partners, even key clients if the role is external-facing.
They can catch things that we sometimes don’t, and see red flags we sometimes miss.
And instead of just asking, “What do you want in a candidate?” I ask, “What would make this hire fail?”
The patterns in those answers tell you what actually matters.
The Evaluation Matrix: Numbers Can Lie, but Patterns Don’t
Everyone loves a good scorecard—rank candidates by skills, experience, education.
It feels scientific.
But here’s the thing: some of the best hires I’ve ever made weren’t the ones who looked perfect on paper.
What if we scored for things that actually predict success?
Like learning agility, strategic thinking, or how well they navigate uncertainty?
Instead of fixating on “five years of X experience,” track whether they actively seek feedback, how they handle pushback, and if they can take a messy problem and create order from chaos.
And the best part?
The outliers tell you everything.
Who scores high on adaptability but lacks traditional credentials?
Who doesn’t have the exact background you wanted but can see three steps ahead?
Those are the people who change the game.
Hiring is a Two-Way Street—So Flip the Script
Most hiring processes feel like a one-sided interrogation.
“Prove you’re good enough.”
But let’s be real—top candidates are evaluating you just as much as you’re evaluating them.
So why not test for that upfront?
One of my favourite exercises?
Have them critique the job description.
What would they change?
What assumptions are baked into it?
A candidate who can deconstruct a role before they even step into it is already thinking like a leader.
That’s the mindset that builds organizations, not just fills vacancies.
Team Interviews: A Symphony, Not a Solo
I’ve been in those painful interviews where five different people ask some version of, “Tell me about a time when…” again and again.
It’s redundant. It’s a waste of time.
And honestly, it doesn’t tell you much.
Instead, assign each interviewer a distinct lens: one person digs into technical skills, another into leadership potential, another into conflict resolution.
When you debrief, you’re actually building a full, nuanced picture instead of just comparing gut feelings.
Pro tip: Give interviewers a framework.
What does “good” look like? What separates a decent candidate from a standout one?
If you’re hiring by intuition alone, you’re hiring for bias.
Ditch Hypotheticals—Test for Reality
“Tell me about a time when…” is the single most overused interview prompt.
You know what’s better?
Seeing how they think in real time.
Give them a real-world problem to solve—something messy, incomplete, and full of competing priorities.
But here’s the key: don’t spoon-feed them details.
See what questions they ask.
Watch how they prioritize.
Do they get overwhelmed, or do they start breaking it down logically?
You’ll get more insight in one structured challenge than in ten rehearsed stories.
Conclusion
Great hiring isn’t about “filling a seat.”
It’s about stacking your team with people who make each other better.
When you engage the right stakeholders, assess for real-world skills, and challenge candidates in meaningful ways, you’re not just making better hires—you’re building a team that wins.
And remember: hiring isn’t just about you choosing them.
It’s about whether they choose you.
Make the process rigorous, insightful, and, above all, human.
Next up: Effective reference checking and background screenings!
Blog written by Catherine R. Bell of The Awakened Company.