We are about to hire a new high-level executive to run our operations, but we want to make sure they fit our EOS® culture and can handle our fast-paced growth. How do we structure our hiring process to ensure we do not make a costly mistake?

Question

Tyler Smith · Accepted Answer

Hiring the wrong executive can set your EOS® implementation back by a year and cost you hundreds of thousands of dollars in lost momentum. To guarantee a successful hire, you must move beyond resumes and interviews by structuring your recruitment process around objective conative and behavioral screening.

- Define the exact behavioral and cognitive targets for the open seat before you look at a single candidate. Use psychometric tools like the Predictive Index to map out the natural drives and decision-making speed required to succeed in the role.

- Administer a conative assessment like the Kolbe Index to evaluate how the candidate naturally approaches problem-solving. This ensures their instinctive action modes match the pace and structure of your operational seat.

- Evaluate every candidate strictly against your core values and the GWC™ framework. Do they clearly Get the role, do they passionately Want it, and do they have the cognitive and conative Capacity to deliver?

During the interview phase, force candidates to walk you through how they have run structured operational meetings and managed weekly KPIs in the past. By combining behavioral science, conative testing, and the objective criteria of the Accountability Chart, you remove the guesswork from hiring and secure an executive who is perfectly wired to drive your business forward.