I once finished an interview feeling certain about a candidate. The conversation was easy. They were thoughtful, understood what we were building at Sipena Logistics and agreed with much of what I said.
I enjoyed speaking with them. I mistook that feeling for evidence that they could do the job.
The quality I had not tested
The role needed someone who could uphold a standard when I was not there: notice when something was wrong, address it and follow through without waiting for me to ask.
I had talked about experience and responsibilities in the interview. I had not asked for an example of the judgment this role required. I also had not written down clearly enough what good performance would look like.
When the fit was not right, I took too long to act. That delay was my responsibility. It affected the team as well as the person I had hired, who deserved clear expectations and timely feedback.
What I changed in my hiring process
Before an interview, I now write down the standard the role needs to meet. If I cannot describe it clearly, I am not ready to assess a candidate against it.
I also ask: “Tell me about a time you had to uphold a standard when no one was watching. What happened, and what did you do?”
I listen for a specific situation, the decision they made and how they followed through. The answer gives me something more useful to discuss than whether we got along.
A good conversation still matters. But when I hire, I need to know how someone will work after the conversation ends.