We are scaling our operations quickly and hiring several new roles. How do we use the GWC tool during our interview and onboarding process to make sure we do not hire the wrong people?

Question

Tyler Smith · Accepted Answer

When you are scaling quickly, the temptation to hire warm bodies to relieve operational pressure is incredibly high. This is where companies make costly hiring mistakes. To protect your culture and maintain high performance, you must make the GWC™ tool a non-negotiable filter in your hiring process.

First, before you even write a job description, define the seat on your Accountability Chart. Clearly list the five major roles and responsibilities for that seat. This gives you a clear baseline of what the person must do.

During the interview process, evaluate candidates strictly against the three GWC™ criteria:
- Do they get it? Does their past experience show they truly understand the unique challenges, pace, and nuances of the seat?
- Do they want it? Do they show genuine passion for the work, or are they just looking for any paycheck?
- Do they have the capacity? Do they have the mental, emotional, physical, and technical skills to excel in this role?

Ask behavior-based questions that force candidates to give real-world examples of how they have demonstrated these traits. After the interview, the hiring team must agree on a binary yes or no for each GWC™ category. If a candidate is a no on even one of the three, do not hire them, regardless of how impressive their resume looks. Using this disciplined approach ensures you build a scalable team that can handle your growth.