10 Common Mindset Mistakes

Mistakes. We all make 'em. Many of the most common mistakes we see come down to the underlying mindset of the exec/hiring manager. Below is our Top 10 list—reversing these can drive significant improvements in your hiring outcomes.

1. "I'm sure we all know what we're hiring for"

The vast majority of people assume that everyone on their team is on the same page when it comes to defining the role. This can be a huge and costly mistake. You need to define what you are looking for in crisp, actionable writing. Debate it with key stakeholders for the role and ensure you're aligned.

2. "We need someone deeply experienced in this kind of role"

I'm not saying experience doesn't matter. But most hiring managers place too much importance on a candidate having "been there/done that." Top performers are on a steep trajectory and can handle an equally steep learning curve. You won't land them by offering them the exact same scale and scope of role they've already held.

3. "We want [cliche trait Y]"

Yes, you want "team players." So does everyone else. You also want people who are honest and intelligent. This is obvious. What are the non-obvious things that you need for someone to be successful on this team, at this company? Put that on the Target.

4. "Let recruiting handle it"

Completely outsourcing your top-of-funnel (sourcing) to recruiting is a recipe for disaster. You and other top performers in your company need to comb your 2nd-degree connections and develop relationships. Use recruiting for operational leverage in your internal research, organization and in your outreach but do not entirely delegate the job to them.

5. "Interviewing is easy"

Many people assume that because they like talking to people (and are good at it) that they are good at interviewing. Interviewing, of course, is much more than that. The reality is that elite interviewing involves a combination of skills, and those skills—like anything else—can be mastered with practice and (quality) feedback.

6. "I will make the decision live"

99% of interviewers judge (evaluate) the candidate in real time. It's understandable, but it's a big mistake. During the interview our job is to gather data—not judge them. (This also boosts your rapport.) You evaluate the data and make your judgements after the interview is over, not during it.

7. "I need to give the candidate an 'out'"

Many interviewers are terrified of digging into a candidate's past mistakes. So once they get into the story, they look for an "out" by asking how the candidate fixed the mistake. Don't assume that past mistakes were "fixed" or "improved upon"! They may not have. And by asking this question you are invoking your judgment (i.e., you're saying "mistakes are only OK if you fixed them"). And, of course, when you ask this follow-up, candidates will be sure any future mistakes they share are ones they were able to fix.

8. "I'm a yes" or "I'm a no"

~45 min with a candidate is insufficient to gather deep data across your Target's full set of facets. So don't even try to pass holistic judgment on their candidacy. Instead, specialize in certain facets, get deep data, and rate *those* facets. Make your hiring decision after you've synthesized the full set of data from the team.

9. "I'm sure my 4 is the same as your 4"

When it comes to rating candidates, there is a natural distribution of easy graders and hard graders on any interviewing team. You need to standardize and calibrate. Otherwise, you are introducing noise and bias into your decisions. The best way to create standards is a rubric—essentially a matrix describing exactly what you mean by 4, 3, 2, 1 (or whatever system you use).

10. "You should join because of [my reason]"

It's easy to sell a candidate on the main reason you joined the company. But it may not be the main selling point for them. Use their answers (and questions!) from the interviews to tailor the offer.