By Shawn Emerson, Agronomy Associate/Consultant
In my experience working alongside hiring committees to bring leaders into the executive team, I often see decision-makers (both members and staff) get tripped up because they can’t align on what is important in the hire. Should experience supersede cultural fit? How much should this person be expected to know from a technical point of view, and how much should we be expected to teach them?
A specifically common pitfall is focusing on the attributes that don’t matter such as physical location (they can move); tenure (more years isn’t always better); and on-paper fit (as opposed to cultural fit).
To help clients navigate the hiring process, I encourage them to focus on the following three components:
Too often, hiring is focused solely on a polished resume or how confidently someone presents in an interview. But the truth is, a good hire is about much more than that. It’s about finding someone who brings the right balance of these three core attributes—and that’s what we aim to do every single time.
Let’s start with the candidate’s personality and disposition, because no matter how talented someone is, if they can’t work well with others and/or integrate into your unique company and culture, they will struggle. In interviews, I look for people who are self-aware, emotionally intelligent and coachable. Can they take feedback? Do they communicate clearly and respectfully? Are they proactive, reliable and positive under pressure?
Cultural fit matters more than most people realize. A technically perfect candidate who disrupts team morale or lacks humility can end up costing more than they contribute. On the flip side, someone with strong personal skills often grows quickly into technical or leadership roles—even if they’re not a 10 out of 10 on day one.
Of course, the right hard skills matter. Our clients hire us to find people who can get the job done, so the candidate has to bring a baseline level of competency. But here’s the nuance: while technical proficiency is important, it’s not everything.
The best hires are the ones who show they can learn fast, adapt and grow with the role. I’d rather hire someone who’s an 8 out of 10 technically but hungry to learn, than someone who’s a 10 but stuck in their ways. We’ve found that attitude and aptitude often outpace initial ability over the long term.
When hiring for management or leadership roles, technical ability alone won’t cut it. This is where business acumen comes into play. Does the person understand how the company makes money? Can they think in terms of ROI, team dynamics, customer experience and long-term value?
Managers must not only execute—they must lead. That means making decisions with incomplete information, managing personalities, driving accountability, and creating clarity amidst chaos. If someone has the personal and technical skills but lacks the ability to think at a systems level or mentor others, they’re not ready for leadership.
This is where experience matters in hiring. I’ve seen incredible candidates that don’t shine on paper but turn out to be stars once they’re in the right environment. And I’ve seen resumes that check every box fall flat in reality. That’s why we always look deeper—past the bullet points—to understand the person.
Do they take ownership? Are they problem solvers? Do they leave a place better than they found it? That’s the kind of value our clients are looking for. That’s what we’re hired to find.
Hiring isn’t about finding the “perfect” person—it’s about finding the right person. Someone who fits the role, the team, the company culture and the stage the business is in. When those three core traits—personal skills, technical skills and business acumen—are all aligned, that’s when the magic happens.
