Here is my four-question litmus test that I use before hiring anyone.
The Average
Do they raise the average of the company?
I’m not looking for people who simply keep pace with the rest of the team.
I want to hire the ones who will pull everyone else forward and elevate the entire company.
Passion
Were they born to do this job?
There’s a fundamental difference between a candidate who can do the job and one who feels called to do it.
When someone is truly passionate, it leaks through their words. You can feel it.
Culture
Would I be excited to get stuck in an airport with them?
This is the ultimate culture test. If they don’t fit our specific vibe, it’s an immediate dealbreaker.
Our vibe is:
- Hungry
- Humble
- Weird
If they don’t align with that, I’m not flying with them.
Threat
This is the one question that stops me from ever settling for a candidate who is just “good enough.”
Would I be scared if they joined a competitor?
If I wouldn’t sweat losing them to a rival, why would I hire them in the first place? It’s either a “YES” to all four of these questions, or it’s a “no” from me.
A Lesson Learned Hard
I built this test the hard way. I once let a leader hire without my oversight, and a year later, I had to fire half the team they built.
They had different values and a different vibe, which created a company within the company.
Ever since that experience, I’ve told every CEO I advise to be the final interviewer for at least the first 150 hires.
If you find yourself constantly saying “no” to the candidates your team brings you, don’t lower your standards—raise theirs.
This is critical because early hires don’t just build your product; they build your company.
Once your business hits cruising altitude, changing the crew becomes incredibly expensive and difficult.
Conclusion
To protect your company’s future, every new hire should be a definitive “yes” across the board.
Here are the key takeaways from my hiring framework:
- Elevate the Team: Only hire candidates who will raise the average talent level of your entire company.
- Find Innate Passion: Look for people who are genuinely called to the work, not just capable of doing it.
- Test for Culture: Ensure every new hire passes the “airport test” and aligns with your core values.
- Assess the Threat: Only hire people you would be genuinely afraid to see working for a competitor.
- Own Early Hiring: As a founder or CEO, you must be the final gatekeeper for your first 150 employees to set the right foundation.