Hiring is a bet.
On making good hiring decisions when you can't guarantee good outcomes.
A framework for choosing your next hotel.
Land, capital, labor, and brand: the four factors that determine whether a job is worth taking.
Opinion is not evidence.
Most phone screens confirm basic criteria and produce an opinion of whether a candidate meets the criteria. Very few gather evidence of extraordinary performance.
Define success before criteria
Most hiring managers know what kind of person they want. Few can define what that person needs to accomplish.
Having versus doing
Most job descriptions aren't job descriptions. They're people descriptions. And that's a problem, because it's not what you have. It's what you do with what you have.
Motivated Reasoning
How much of what we call judgment is genuine discovery, and how much is just recognition dressed up as insight?
The philosophy of hiring
Virtuous hiring. The pursuit of excellence in its highest form. The good work, done well, consistently, and for the right reasons.
Design for the best
If you want to hire exceptional people, you need to follow a process designed to hire exceptional people.
No peace of mind
Few roles in hospitality combine guest-facing pressure and talent management complexity like F&B leadership.
Hiring leaders of leaders
A framework for assessing adaptability, decision logic, and ego management at the highest levels of leadership.
Low-fidelity CV
If great hiring is evidence-based, why does the hiring process still begin with a document that is evidence of nothing?
Definition, process and reach
The foundation for building a truly systematic approach to hiring top talent.