A friend called recently. She was feeling the weight of a hiring decision, and I could hear the frustration in her voice. Her organization was adding a finance manager, and they were fortunate to have two strong candidates in front of them. Both held finance degrees. Both had progressive experience. Both had managed teams. On paper, they were exactly what she was looking for.

Celebrate, right?

Not quite.

She was stuck. One candidate brought helpful IT experience. The other offered a background in human resources. Both additions would benefit the company in different ways. She called hoping I could help her decide.

As you would expect, my first question was simple: Do you believe each candidate would be a culture fit?

She did. So now what? It still felt like a toss‑up.

I then asked her to describe the most important characteristics of the ideal person for this role. Who do you need this person to be? Could she identify the top four or five characteristics that would enable an individual to excel in the role?

I often think about two highly successful general contractors here in Central PA. Both are award‑winning. Both are respected. Both value excellence. Yet the type of person who thrives inside each organization is quite different.

One values a collaborator‑first mindset, a calm and thoughtful leadership style, and an “ask for permission rather than beg for forgiveness” approach. The other prioritizes a competitive, “get it done” mindset, someone unafraid of conflict, willing to take the heat, and run toward the burning building.

Same industry. Similar roles. Very different characteristics needed.

Maybe you’ve found yourself in a similar situation. My advice to you would be the same I gave to her.

Step back and identify the top characteristics needed for this role in your company. Remove the “permission‑to‑play” traits like honesty, integrity, trustworthiness. If those are missing, the candidate is eliminated immediately. Instead, focus on the characteristics that truly lead to success in your environment.

To kickstart your thinking, search for a list of positive character traits and narrow it down to your top four or five. And, no, you can’t have six, it’s too many. Like the author, Patrick Lencioni likes to say… “when everything is important, nothing is!” Additionally, ask a few team members who will work closely with this person. Ask the supervisor of the role. Create the list together. Then invite the candidates back for another conversation and evaluate who best aligns with the characteristics you identified.

It’s always best to create a picture of your ideal candidate before you begin the hiring process. That picture becomes your rubric; a simple, clear guide to help you evaluate consistently. And whatever you do, don’t hand that list to the candidates. That’s like giving them the answers to the test.

Hiring will always be both art and science. But when you know exactly who you’re looking for, not just what they can do, but who they need to be, you give yourself the clarity and confidence to hire well.