During a simple “Parents & Pastries” event at my child’s school, a bigger thought struck me: Why do we so often let people without proven expertise make critical hiring decisions?
The parallels between a school event and business leadership might seem unlikely, but they highlight a truth about human nature: we often default to democratic decision-making, even in areas where expertise is clearly uneven. This tendency is particularly damaging when it comes to hiring.
The Problem with Equal Weight in Hiring Decisions
In most organizations, hiring is treated as a collective process. Multiple stakeholders weigh in, and often, their opinions are given equal consideration—regardless of their track record or expertise in hiring.
Let’s consider a common scenario:
A sales director has consistently high attrition rates and low team performance.
When a new sales manager needs to be hired, this same director is given full authority to make the decision.
This cycle repeats itself across organizations, leading to more turnover and poor results. Leaders trust struggling managers to “figure it out,” rather than stepping in with support or oversight.
The Weighted Decision Approach
In his book Principles, Ray Dalio highlights the importance of weighted decision-making: not all voices should carry the same weight. Here’s why:
In a hiring room of five people, two might be true experts in hiring for the role.
The other three may have some input but lack the expertise to assess the candidate thoroughly.
If all votes carry equal weight, the three less-informed opinions can override the experts, often leading to the wrong hire.
Breaking the Cycle
If we want to improve hiring outcomes, we need to rethink how decisions are made. Here’s how:
Empower the Experts:Those with a proven track record of hiring strong, high-performing talent should have the loudest voice in the room. Their insights should carry more weight than those without hiring expertise.
Support Struggling Managers:If someone has a history of poor hiring decisions, don’t let them continue unchecked. Bring in outside experts, consultants, or mentors to guide the process. Show them what good looks like and help them improve.
Analyze Results Post-Hire:After every hire, take time to review the decision. Did the new hire meet expectations? What went right? What could have been better? This feedback loop helps everyone involved improve their hiring acumen.
Why This Matters
Hiring isn’t just about filling roles—it’s about building a team that drives your organization forward. Every poor hire sets you back, costing time, resources, and morale. As leaders, it’s our responsibility to ensure the right people are making these critical decisions.
So, before your next hire, ask yourself:
Who in this room is an expert on hiring for this role?
Should we consult someone outside the organization to improve this process?
Are we weighing opinions based on expertise or treating every voice equally?
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Final Thoughts
Building strong teams requires intentionality. It means challenging the status quo and empowering the right people to make decisions. By adopting a weighted decision-making approach, you can break cycles of poor hiring and create a foundation for long-term success.
As you reflect on your hiring practices, remember: not every voice in the room needs to be heard equally. Sometimes, the best decision you can make is to trust the experts.
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