Tag: People

  • How to Tell If You’re Still the System

    How to Tell If You’re Still the System

    The Bottleneck at the Coffee Shop

    You walk into your favorite café. The line’s long. Not because the place is slammed — it’s just stuck.
    There’s one barista at the counter. She’s taking orders, steaming milk, ringing people up, wiping down the tables. She’s good. Really good. But she’s doing everything.
    Everyone’s waiting. Not because they’re slow. But because one person is doing too much.
    Now zoom out.
    You’re not at a coffee shop. You’re looking at your business.
    And that barista? That’s you.

    The Difference Between Involved and Essential

    There’s a fine line between being an engaged owner and being the bottleneck.
    You’re not micromanaging. You’re not even trying to stay in control.
    But somewhere along the way, your business made a quiet decision:
    Nothing really moves until you move it.
    People check in with you “just to be safe.”
    Projects pause when you’re out of office.
    The team is engaged, but not truly empowered.

    What’s Really Being Revealed

    In the post, It’s Late Summer. Are You the Only One Pushing?, we talked about the stillness of late-Summer and how it exposes the rhythm (or lack of it) inside your team.
    Here’s the other thing this moment reveals:
    Whether your business still needs you to run.
    Sometimes you only notice it when you step back — or when you realize you can’t step back without something breaking.
    This isn’t about working too hard. It’s about systems of dependency that form quietly around you.
    And while it might feel like commitment, it’s often just inertia.

    Reflective Questions to Spot the Pattern

    If you’re wondering whether you’re still the system, try asking:
    • If I disappeared for 2 weeks, what wouldn’t get done?
    • What decisions are being delayed until I weigh in?
    • Where am I still the only one who can say “go”?
    • When was the last time something moved forward without me?
    • What part of our success is actually repeatable, and what part is just me pushing?
    None of these are accusations. They’re signals.
    The kind your business is already sending, if you’re listening.

    What to Watch For

    When you’re still the system:
    • Your team operates, but doesn’t advance.
    • Priorities are clear in your head but fuzzy everywhere else.
    • You feel constantly looped in, even when you’re trying to step out.
    • Your team’s confidence stays flatlined, waiting on your approval to spike.

    There’s a Name for This

    In People OS, we call this the center-of-gravity problem.
    The entire system orbits around the business owner.
    When you move, it moves.
    When you stop, it stalls.
    That’s normal in early growth. But it doesn’t scale.
    People OS is designed to fix that.
    To create execution rhythm, shared ownership, and decision clarity.
    To replace friction with flow.
    And to get you — the owner — out of the middle of everything.

    Ready for the Hard Truth?

    Your business can’t reach the next level if you’re still the system.
    And the solution isn’t to work harder.
    It’s to build a team and an operating rhythm that knows how to move without you.
    We’ve been there too.
    What your team is showing you right now? Just curious.

  • It’s Late Summer. Are You the Only One Pushing?

    It’s Late Summer. Are You the Only One Pushing?

    August has this strange rhythm to it.
    Half the team is at the beach. The other half is answering emails, sort of. Projects move slower. Meetings start later. You can feel the hum of the business start to fade just a little…except for you.
    You’re still pushing

    It’s not just the heat. It’s the silence.

    In fact, the quieter things get around you, the louder the realization becomes:

    “If I stop driving this, does anything move?”

    I was talking to another owner last week who described it perfectly.

    “We’ve come a long way. I trust my people. But I still end up being the one to clarify the next step, to tie things together. And honestly, I can’t tell if that’s just how leadership works… or if we’ve built something that still depends too much on me.”

    That’s the moment.
    Not burnout. Not frustration. Just that quiet awareness:
    You’re still the system.

    What this moment reveals about your team.

    This tends to show up for companies in the 50–150 employee range.
    You’ve hired great people. You’ve gotten bigger. But you haven’t fully outgrown the operating patterns of a smaller team.
    So things float.
    Deadlines blur.
    Ownership gets fuzzy.
    Decisions loop back to you.
    And it’s not because people don’t care.
    It’s because you haven’t yet built the structure for clarity to scale with you.

    August is a clarity accelerator

    What’s interesting is that this shows up most clearly in the summer.
    When things slow down. When you’re looking ahead to Q4.
    And it raises the real question:

    If you’re the only one pushing right now, what happens in the fall when things need to speed up?

    Need a quick sounding board before Q4?

    No big pitch here. Just something worth sitting with as you look at your week.
    Where is execution depending on you to keep momentum going?
    Where could clarity or ownership make that unnecessary?
    And if you’re curious whether the way you’ve set up your team is helping, or quietly holding you back, let’s grab a 30-minute conversation. I’ll bring questions, not a slide deck.
    Coffee’s on me.
    Let’s figure out what’s really going on.

  • You’re Confident in Your Business. Now Make It Run Without You.

    You’re Confident in Your Business. Now Make It Run Without You.

    In the previous post, we talked about the “quiet contradiction” many of you are experiencing: that strong, internal optimism about your own business, even as the broader economic news feels a bit wobbly. It’s a powerful and valuable mindset, proof that you’re close to your operations and keenly aware of your company’s unique strengths.

    But here’s the kicker: simply feeling optimistic isn’t enough. The real challenge, and the real opportunity, lies in translating that internal confidence into consistent, measurable execution. It’s about ensuring that your internal systems amplify your people’s potential, rather than letting growth create the very friction that slows things down.

    In other posts, we’ve discussed that “execution slows down between 50 and 150 employees” because “no one owns execution”? Or how “stop waiting on HR—execution is your job” because the issue is often an “operational leadership vacuum”, not a people problem? This is precisely where your internal optimism can fuel decisive action.

    Three Practical Steps

    Here are three practical steps to take that inner confidence and make it an active force for operational excellence, freeing you from constantly being “the system” yourself:
    1. Map Your Decision Velocity: Think about the last few times a key project or initiative stalled. Was it a lack of effort, or a lack of clarity on who was empowered to make a specific decision? Most delays are decision delays. Build a simple “decision-rights map” for your core processes. Who decides, who informs, and who acts? When everyone knows their lane, decisions move faster, and execution accelerates without you having to step in as the bottleneck.

    2. Give Managers “Ownership Outcomes,” Not Just Tasks: You hire smart people; now empower them. Instead of a long list of tasks, challenge each manager to own 3-4 measurable
    outcomes for the month or quarter. This isn’t about blaming; it’s about shifting focus from activity to results. When your managers clearly own the
    results for their areas, accountability becomes a natural byproduct, and you free yourself to work on the business, not just in it.

    3. Establish a Predictable “Execution Rhythm”: Chaos loves a vacuum. Structure brings clarity. You don’t need fancy new dashboards if your existing ones aren’t being used effectively. What you need is a simple, consistent weekly cadence for your teams that reinforces priorities and ensures key metrics are visible. This might be a quick 15-minute stand-up, or a structured weekly check-in focused purely on execution and removing roadblocks. This rhythm keeps everyone aligned and reduces the reactive “firefighting” that drains so much energy.

    These steps aren’t about adding bureaucracy; they’re about designing clarity. They leverage your team’s potential and your own inherent optimism by creating an operating system that’s built for your people, so your business truly runs because of the system, not just because of you.

    If these ideas sparked a thought, or if you’re wrestling with where to even begin, I invite you to share your biggest execution challenge in the comments below. What’s one area where you wish there was more clarity

    Alternatively, let’s set up a brief, no-pressure chat. We can brainstorm how to apply these concepts to your specific situation, helping you turn that internal confidence into unstoppable momentum.

    People OS is the framework behind our work and thinking and it might be the missing system your business needs.

  • The Headlines Say Panic — But Your Business Feels Strong. What Gives?

    The Headlines Say Panic — But Your Business Feels Strong. What Gives?

    If you’re like most mid-sized business owners I talk to, you’ve definitely noticed the hum of economic uncertainty lately. Headlines are loud—persistent inflation, rising costs, talks of new tariffs. It’s enough to make anyone pause and wonder what’s coming next for the market as a whole.
    But here’s what I keep hearing—and what recent reports are confirming:

    Even with all that big-picture noise, there’s a quiet, grounded confidence when owners look inside their own companies.

    Not bravado. Not denial. Just a deep sense of: “We’ve got this.”

    The Optimism Paradox

    It might sound contradictory: national and global economic confidence is down significantly, but many owners are more confident than ever in their own operations.
    This isn’t naive—it’s earned.
    When you zoom in on your team, your pipeline, your execution rhythm… you start to see why. You’re not a massive corporation chasing quarterly earnings. You’re on the ground. You can see what’s working—and what’s not. That proximity is power.

    Internal Confidence Is a Strategic Asset

    When uncertainty rises, your competitive edge isn’t always market expansion. It’s internal optimization.
    It’s not about going quiet. It’s about doubling down on what’s already working—and clearing what’s not.

    Think:

    • Clearer execution paths
    • Faster decisions
    • Stronger frontline leadership
    • Real-time visibility into what’s moving the business

    This isn’t about just survival. It’s about turning your internal resilience into external advantage.

    But Confidence Without Clarity Creates Drag

    Here’s the catch: If your execution is still messy—if “no one owns execution” or if “execution slows down between 50 and 150 employees” —it doesn’t matter how confident you feel. Friction will show up anyway.
    Internal confidence without operational clarity turns into frustration.
    So the question becomes:

    Are you structured to translate your optimism into momentum?

    Because in this environment, execution proves your strategic choices.

    Let’s Talk

    Are you feeling this contradiction in your own business?
    Are you optimistic—but unsure whether your systems can keep pace?
    Let me know in the comments: what’s giving you confidence right now?

    Or, if you want to explore how to align your internal systems with that optimism, let’s grab a 30-minute brainstorm. No pitch. Just clarity. My treat.

  • No One Owns Execution? That’s Why You’re Stuck.

    No One Owns Execution? That’s Why You’re Stuck.

    And how to take back the levers—without carrying all the weight
    Earlier this week, I wrote about the myth of “HR will handle it.”
    And here’s the reality for most companies between 50 and 150 employees:
    • You might not have HR at all.
    • You might have someone… but they’re stretched thin.
    • Or you’ve outsourced it—and found out payroll companies don’t drive performance.
    But the deeper problem isn’t HR capacity.
    It’s that no one owns execution.
    And when no one owns it, you—the owner—step back in. Again.
    If you’re tired of being the backstop, the fixer, the one holding the whole thing together… here’s where to start.

    5 Ways to Reclaim Operational Clarity (Without Adding HR)

    1. Identify the “Ownership Void”
      Look at a recurring issue and ask:
      “Who owns the outcome here?”
      Not the task. The result.
      If you’re the fallback… that’s your first red flag.
    2. Separate HR Work from Leadership Work
      Benefits, policies, onboarding = HR
      Team performance, decision velocity, execution gaps = Operational leadership
      If your HR person is trying to do both, they’ll burn out, and so will your business.
    3. Give Every Manager 3 Outcomes They Own
      Skip the 20-point job description. Ask:
      “What 3 to 4 outcomes are you responsible for delivering this month?”
      If they can’t answer, or if you can’t answer, you’re flying blind.
    4. Clarify Who Decides What
      Most delays are decision delays.
      Build a simple decision-rights map so everyone knows who decides, who informs, and who acts.
      No more endless “collaboration” that results in… nothing.
    5. Create a Weekly Execution Rhythm
      Give your team a cadence that aligns daily work with key outcomes.
      You don’t need a new dashboard—just a meeting rhythm that reinforces priorities and removes drift.

    What This Is (and Isn’t)

    This isn’t about bringing everything back to your desk.
    It’s about reclaiming leadership by redesigning clarity.
    People OS was built for this.
    It helps you stop duct-taping solutions and start running the business like the machine it could be—clear, people-driven, and owner-empowered.
    But even if you never touch our framework, I want you to hear this:
    You don’t need a bigger HR team.
    You need a better operating system.

    Want to See Where to Start?

    Pick one team or department and ask:
    “Who owns execution here—and do they have the structure to succeed without me?”
    If the answer’s fuzzy, let’s talk.
    I’ll walk you through the first few steps—no pitch, just possibilities.

    Reach out. Or let’s grab a coffee.
    You deserve a business that runs because of the system, not because of you.

  • Stop Waiting on HR—Execution Is Your Job

    Stop Waiting on HR—Execution Is Your Job

    Why execution is stalling—and who’s really responsible

    A client recently described a situation that I’ve heard dozens of times before. A team that kept missing deadlines, bumping into each other, and generally feeling stuck.
    The owner leaned back and said:
    “We’ve asked HR to step in.”
    I asked, “How’s that going?”
    He paused.
    “Well… I don’t know. Honestly, we don’t really have HR. It’s just part of what our payroll company provides.”

    Exactly.

    The Myth at the Heart of the Matter

    In companies between 50 and 150 employees, I see this all the time:

    • At 50–75 employees: HR doesn’t really exist. Maybe you’ve got someone running admin. Maybe you’ve outsourced to a payroll provider. Either way, you’ve got no one to actually own people performance, team alignment, or execution clarity.
    • At 75–150 employees: You’ve likely hired one or two HR professionals. And they’re trying but they’re swamped. Their focus is benefits, onboarding, compliance, employee issues. Not operational decision-making. Not execution velocity. Not leadership development.

    And yet in every version of this setup, one dangerous assumption shows up:
    “HR will handle it.”

    But Here’s the Truth:
    Most of what’s broken isn’t HR’s to fix.
    It’s your operating system.
    The people on your team aren’t failing because your HR person isn’t doing enough.
    They’re failing because the system they’re in is unclear, reactive, or owner-dependent.
    The real issue?
    Somewhere along the way, you—the business owner or operator—stepped out of the driver’s seat, and handed execution off.
    To HR.
    To a vendor.
    Or to no one.

    Who Owns Execution?

    This isn’t about blaming HR.
    This is about reclaiming what’s yours.
    When people issues, performance gaps, or team friction show up, what system catches that?
    What structure defines expectations?
    Who holds the line?
    If your answer is HR—or worse, if it’s no one—then you don’t have a people problem.
    You have an operational leadership vacuum.
    That’s where People OS comes in. But we’ll talk about that soon.

    For Now, Ask Yourself This:

    • Where have I unknowingly outsourced leadership?
    • What issues are I hoping HR (or someone else) will just… fix?
    • What parts of my business are stalling because no one truly owns execution?

    IIf these questions hit close to home, it’s probably because you’ve outgrown the way things used to work.
    Let’s talk about what it might look like to reclaim the levers of your business, without putting everything back on your shoulders.

    Send me a note.
    Or let’s grab 30 minutes to brainstorm your business.

  • “Do I Have a Good Company?” — A Conversation That Got Me Thinking

    “Do I Have a Good Company?” — A Conversation That Got Me Thinking

    We were two business-owners chatting over coffee.

    The conversation wasn’t planned. It just wandered, the way good ones do—through hiring headaches, a big win from last quarter, a client we’d both had trouble with at some point. Then, in a quieter moment, he asked me something I didn’t expect:

    “How do I know if I have a good company?”

    The question in the context did not seem to be about success or profitability. He was just wondering whether he had a company that was good.

    So I asked, “What does a good company look like to you?”
    He thought for a moment. Then shrugged.

    What “Good” Actually Means (and Doesn’t Mean)

    As I considered how I would share my thoughts, the word “good” really sat with me for a while. Good is a lot like the word quality: a bit slippery. It’s not a scorecard metric. It’s not listed on your dashboard. There is no universal answer. Each business, and each business owner, will have their own definition of quality, and of what makes their company “good.”

    And yet, it’s the word many of us might use, if we were to finally slow down enough to wonder if what we’re building is really working the way it should.

    In my mind, a “good” company isn’t one that just performs, it is a business that performs on purpose. It doesn’t rely on hope, heroics, or the owner as a bottleneck. It runs well, because of the people in it, and it returns something meaningful: to clients, to employees, and to the owner.

    That day, I shared five dimensions he could use to scan his business and ask, “are things working the way we hoped they would?”

    These five dimensions offer a simplified but high-level view of how your business is functioning. They are not a test or a list of checkboxes. They are a tool for reflection. When these dimensions are healthy and connected, the business tends to feel right. When one breaks down, they can point to an area of business where the owner needs to pay attention or take corrective action.

    Here’s how I described them:

    1. Marketing and Sales

    Is your business consistently attracting and keeping the right customers?

    • Is there a rhythm to how people find you or does every new customer feel like luck?
    • Are the right kinds of clients reaching out, or are you always chasing the wrong ones? Do you know the difference?
    • Does your team know how to turn interest into trust… and trust into action?
    • When someone asks what you do, is the answer clear and compelling?

    A good company doesn’t sell harder. It connects more clearly, and more consistently.

    2. Operations

    Can your business reliably deliver what it promises and without chaos?

    • Do things get done without your direct involvement in every detail?
    • Are projects and services predictable or are they always a scramble
    • Is your team constantly putting out fires, or do they have the tools and structure to succeed?
    • Are clients pleasantly surprised by how smooth things feel, or surprised that things got done at all?

    A good company operates well, even when the owner steps out of the room.

    3. Finance

    Is the business financially designed to last and to reward the people building it?

    • Do you understand when money is coming in, where it’s going and why?
    • Is the business generating healthy, sustainable margins or are you just hoping for the next big deal?
    • Are you paying yourself what you’re worth?
    • Can you invest in the future with confidence, or are you stuck in short-term survival mode?

    A good company creates the financial breathing room to grow, reward, and endure.

    4. People

    Do the people in your company feel like they belong and are better for being here?

    • Are you attracting people who raise the bar or just filling seats?
    • Do employees understand what success looks like in their role?
    • Are people thriving, growing, and staying or quietly checking out?
    • Is the culture healthy… or just polite?

    A good company doesn’t just retain people; it helps them become more of who they want to be.

    5. Total Experience

    Have you defined what kind of experience you want to deliver and are you delivering it?

    • What do you want customers to feel when they receive goods and services from you?
    • What do you want employees to say about working in your business?
    • Is there consistency in how your brand shows up across touchpoints or is it hit or miss?
    • Are you creating an experience that builds loyalty, or just meeting the bare minimum?

    A good company is remembered for how it made people feel, not just what it delivered.

    You won’t ace every dimension. That’s not the point.

    Most owners I talk to aren’t crushing all five of these. Some are strong in a few, struggling in others. That’s normal

    But if you can look at these dimensions honestly and start making small choices to improve them, you’ll have a company that isn’t just profitable, but meaningful. Something “good.”

    Something you can be proud of. Something that feels like yours.

    If the question “Do I have a good company?” has ever crossed your mind, I’d love to hear what it means to you.

    Leave a comment. Send me a note. Or let’s grab a coffee.

    We’re all trying to build something that lasts. We might as well talk about it.

  • Execution Slows Down Between 50 and 150 Employees

    Execution Slows Down Between 50 and 150 Employees

    I don’t think most business owners talk about it out loud,
    but there’s this strange moment in growth where things just… stop making sense.
    It doesn’t happen all at once.
    You don’t wake up and say, “Ah yes, today we entered the complexity phase.”
    But you start to feel it.
    Things that used to be simple start taking longer.
    Decisions stall.
    Roles blur.
    The team is bigger, the tools are better—but somehow, execution feels heavier.
    The business isn’t broken.
    It’s just no longer built for how it actually runs.

    Growth Adds Complexity—But Not Always Clarity

    Somewhere between 50 and 150 employees, most companies hit an invisible wall.
    The wall doesn’t look like a crisis. It looks like friction.
    People start stepping on each other’s toes.
    Managers get stuck in meetings while real work slows down.
    You add more structure, hoping to fix the chaos… and somehow, things feel even slower.
    What was once a fast-moving team becomes a layered organization.
    But without the right clarity in place, those layers absorb speed instead of amplifying it.

    The Old Systems Stop Working

    At this point, most businesses are still running on the same operating habits they had at 20 or 30 people…just with more people and more problems.
    The job descriptions don’t match reality.
    The org chart exists, but no one’s sure who actually owns what.
    You build more process, but it doesn’t fix the execution gap.
    Traditional management systems: roles, reporting lines, task lists…start to break down right here.
    Not because they were wrong.
    But because they weren’t built for what the company is becoming.

    Decisions Get Stuck in the Middle

    One of the first signs is decision drag.
    You start noticing that things bounce around.
    Teams “collaborate” on decisions, but no one owns the outcome.
    You ask a question and get five different answers from five smart people.
    So you step in.
    And then you do it again.
    And now you’re the system again: only this time, you’re juggling a much bigger machine.

    It’s Not a Leadership Problem

    The mistake a lot of companies make at this point is thinking they need to “develop their leaders” or “fix their culture.”
    And yes, those things matter.
    But in many cases, the issue isn’t leadership. It’s structure.
    Or more specifically, the lack of an operating structure that matches this level of complexity.
    When people aren’t clear who owns a decision, they default to caution.
    When roles aren’t clear, accountability slips.
    When talent doesn’t have a path to grow or move, energy stalls.
    It’s not because people are broken.
    It’s because the system hasn’t kept up.

    There’s a Different Way to Work

    This is the space I’ve been thinking a lot about:
    What kind of operational model helps execution speed up…not slow down…as you grow?
    One that doesn’t require a massive reorg.
    One that doesn’t depend on a few heroes to carry the weight.
    One that actually helps people do their best work because the system is built around them—not in spite of them.

    We’re calling it People OS.

    Not a program. Not a platform. Just a smarter way of running the business when you realize the old way isn’t cutting it anymore. More on that soon.

    But if you’ve ever looked around and thought, “Why does everything take so long now?”

    You’re not imagining it.

    The business has changed.
    Now the system needs to catch up.

  • What If Your People Were the System?

    What If Your People Were the System?

    The Conversation That Sparked It

    I was on a call the other day with an executive who’s running a fast-growing company—just crossed 80 employees. We weren’t talking strategy. We weren’t talking technology. We were talking about people.
    He said something that stuck with me:
    | “It feels like the more we grow, the less I know who’s doing what.”
    That landed.
    Because I’ve heard some version of that same sentence from almost every founder or leader I work with.

    We kept talking.

    He walked me through how things used to work—tight team, fast decisions, everybody rowing in the same direction. Now?

    They’re profitable, but the pressure’s building. People are bumping into each other. Decisions are slow. Managers are stuck trying to lead without the tools or clarity to do it well.
    At one point, he said, “I feel like I’m the system.”
    I paused. Then I asked:
    | “What if your people were the system?”

    The System Behind the Chaos

    He looked at me for a second like I had just asked a riddle.
    But the more we talked, the more it made sense.
    He’d been building systems for operations, for clients, for finance. But the people? They were being managed around the systems. Slotted in. Directed. Reacted to.
    And it worked—for a while.
    Until the gaps started showing.
    Until people became the bottleneck.
    Until decisions started stalling.
    Until managers got stuck firefighting.
    Until he felt alone at the center of it all.

    Here’s what I’ve seen:
    In companies between 50 and 150 employees, the way people work becomes the business. Execution, speed, culture—it’s not in the org chart. It’s in how people move.
    So when growth adds complexity, people either become the amplifier or the brake.

    Maybe the Problem Isn’t People

    Most companies don’t even realize they’re designing systems around everything but their people.
    They think the problem is tech. Or structure. Or strategy.
    But what’s missing is something simpler: a system that helps people work better.

    The Question That Won’t Go Away

    That’s the question I’ve been sitting with:
    | What if people weren’t just part of the system?
    | What if they were the system?
    Not just in theory. In how decisions get made.
    In how work gets done.
    In how strategy becomes action.
    In how managers lead.
    In how performance gets measured in real time—not just financially, but operationally, behaviorally, and humanly.

    This is the kind of conversation we need to be having.
    Not “how do we build better systems,” but:
    How do we build systems that start with people?
    Because the truth is, you don’t need another operating model layered on top of the chaos.
    You need clarity. Alignment. Execution.
    You need a way for your people to operate better—without you holding it all together.
    That’s where we’re headed.

    And if that question hits a little too close to home…good.

    Let’s talk.

  • Stop Compromising: Hire the A-Players Your Business Deserves

    Stop Compromising: Hire the A-Players Your Business Deserves

    Let’s Talk About Hiring Challenges

    We’ve all been there. You’re hiring for a critical role, and a candidate comes along who looks great on paper. Their resume checks all the boxes. Maybe they even have experience that makes you sit up and think, Wow, this could be a great fit. But then something happens, or doesn’t happen that makes you pause.

    Let me share a story with you.

    I recently posted a job ad that laid out exactly what we were looking for: someone dependable, detail-oriented, a lifelong learner, and someone who takes ownership of their work. As part of the application process, the candidates are asked to submit a short, 30-second video introducing themselves. Pretty simple, right?

    Well, one candidate didn’t submit the video. Instead, they sent a note explaining they didn’t have access to a video camera on their phone or computer. I get it, life happens, and not everyone has access to the latest tech. So, I gave them another chance. I encouraged them to ask a friend or neighbor for help. I even reminded them why this step mattered: it wasn’t about the video itself—it was about showing they could deliver results without excuses.

    Their response? “I want the job; that’s why I applied.” But instead of sending the video, the rest of the message said, “let’s meet in person, and I’ll tell you about my experience.”

    And there it was—the red flag.

    Why This Matters (and Why It Should Matter to You)

    Here’s the thing: the hiring process isn’t just about checking off requirements. It’s about seeing how candidates show up, even when things aren’t convenient or easy. Think about it; if someone can’t follow a simple instruction during the application process, what does that say about how they’ll handle real challenges on the job?

    In this case, the candidate missed two critical traits we were looking for:

    Delivering results without excuses. Instead of finding a solution—borrowing a friend’s phone, using a library computer—they offered an excuse and a workaround. That’s not someone who’s going to thrive in a role that demands accountability.

    Taking ownership and seeing challenges as opportunities. This was a chance to prove resourcefulness, creativity, and initiative. Instead, they shifted the responsibility back to me.

    It’s not about the video. It’s about what the video represents: a willingness to follow through and find a way, no matter the obstacle.

    But What If You’re Tempted to Make an Exception?

    Let’s be real—it’s tempting to bend the rules sometimes. After all, you’re busy, the position needs to be filled, and this person seems almost perfect. But here’s what I’ve learned: compromising on your process almost always comes back to bite you.

    Think about it:

    Your process exists for a reason. It’s designed to identify the right people—the ones who align with your values and can actually do the job.

    The wrong hire costs more than you think. One bad hire can disrupt your team, slow down progress, and even cost you good employees who get frustrated working with someone who’s not pulling their weight.
    Sure, there are rare occasions when it might make sense to bend the rules—maybe someone has an extraordinary skill set or brings something unique to the table. But even then, you have to ask yourself: Am I solving a short-term problem at the expense of long-term success?

    The Bigger Picture: What Your Process Says About You

    Your hiring process isn’t just about finding the right candidate. It’s also about setting the tone for your company. It tells candidates and your current team…what matters to you.

    By sticking to your process, you’re saying:

    “We value people who take ownership.”
    “We expect results, not excuses.”
    “We don’t cut corners, and we don’t hire people who do.”
    And here’s the best part: when you hold the line, you attract the people who get it. The ones who see your high standards and think, This is exactly the kind of place I want to work.

    So, What’s the Takeaway?

    Let me leave you with this: hiring isn’t just about filling a seat. It’s about building a team of people who will help your business grow and thrive. And that starts with sticking to your process—even when it’s tempting to make exceptions.

    The next time you’re faced with a candidate who almost checks all the boxes, ask yourself: Am I willing to compromise my standards? Because every compromise you make today is a decision you’ll have to live with tomorrow.

    Over to You

    Are you finding it hard to stick to your hiring process? Or maybe you’re not sure if your process is doing its job in filtering the right candidates. Let’s talk. At Business Think, we specialize in helping businesses like yours find and hire A-players who deliver results…without excuses.

    Reach out today, and let’s build the team your business deserves.

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