Your startup’s biggest risk isn’t competition

The "rockstar" candidate always makes a killer first impression.

During the interview, they show confidence and fluency, leaving you thinking, “Finally. This is the one.” They drop all the right industry buzzwords, and their resume looks great.

But just 3 weeks into the job, everything changes.

• Deadlines get ignored.

• Excuses roll in daily.

• Slack messages sit unanswered for days.

• A stream of issues lands on your desk.

So, what happened?

It’s simple: you hired someone based on how they looked on paper instead of how they perform in real life.

My Playbook For Hiring Right

Let’s be real - hiring is one of the most important decisions you'll ever make for your business.

The impacts go way beyond just money. A bad hire can throw up roadblocks, stall progress, and slow everything down.

That’s why I always tell founders in IT, SaaS, and Fintech sectors:

Don’t just look for talent based on qualifications or experience.

→ Focus on candidates with the right attitude.  

→ Go for people who take ownership of their work instead of just following orders.

But how do you ensure your next hire will actually deliver?

Here’s a straightforward playbook to help you out:

1) Get Clear on Goals and Responsibilities

Before diving into interviews, take the time to lay out exactly what the role entails.

Write a job description that goes beyond vague terms like "handle marketing."

Specify which channels they’ll manage, the targets they need to hit, and how you’ll measure success. This clarity sets mutual expectations from the start.

2) Validate What They Claim to Know

For technical roles, like developers, it’s key to check a candidate’s skills with real assessments.

Consider giving them a small coding task or a problem that relates to your company's needs. This way, their claimed skills match up with what they can actually do.

3) Look for Ownership and the Right Attitude  

During the interview, dive into the candidate's work ethic through behavioral questions.

Ask them to share specific times they took charge of something without being asked.

When checking references, inquire about their work ethic, reliability, and attitude as much as their technical skills.

4) Have a Dedicated Manager for Onboarding

If you’re busy and can’t focus on the new hire, assign someone to manage their onboarding.

This person should guide, mentor, and keep tabs on the new employee’s progress.

This approach helps prevent any awkward entry into the team and ensures they have someone to reach out to with questions.

5) Use Probation Periods Wisely

Include a probation period in your contracts, usually lasting two weeks to a month, where you set clear performance metrics.

Check in regularly to discuss their progress, give feedback, and make sure they’re aligned with goals.

If things don’t fit, a probation period makes it easier to part ways without legal headaches.

Final Note

In the end, the best teams aren’t built on fancy titles or impressive resumes.

They're made up of people who show up, take initiative, and genuinely care about the company's success.

So, next time you’re hiring, go beyond the charming pitch. Focus on how they’ll perform in real-world situations when no one’s watching.