Hiring for Potential: An Investment in Growth
In the previous essay, I described how working together on fewer problems benefits from T-shaped people: people with depth in one area and the curiosity to contribute beyond it. But how do you recognize that potential?
It comes down to a core hiring philosophy I hold: hire for potential, not for a perfect skills-match.
A resume tells you what a person has done. I’m far more interested in what they can do and, more importantly, what they will do.
What is "Potential"?
When I say "potential," I'm not looking for a vague "smartness." I'm looking for two concrete and powerful attributes: Curiosity and Self-Awareness.
1. Curiosity and Passion This is the most important signal. I want to understand what a candidate is curious about, how they approach unfamiliar problems, and what they enjoy learning. That can show up in their job, their studies, a hobby, or a conversation.
- Signals I look for: I listen to how people explain a problem they worked through. What did they investigate? What surprised them? What would they try next? Personal projects can be one example, but they are not a requirement. Curiosity doesn't have to happen outside paid working hours.
- My core belief here is simple: People are good at the things they like, and they like the things they are good at. A curious person with genuine passion will always find a way to learn the specific skills they need.
Someone can care deeply about their craft and still have firm boundaries around work. Caring responsibilities, other interests, and the need to rest aren't evidence of a lack of potential.
2. Self-Awareness Potential and self-awareness go hand-in-hand. I look for people who know their shortcomings. This isn't a weakness; it's a huge strength. A candidate who can clearly articulate where they need to grow is a candidate who will grow. It shows they've thought about their own development and are willing to put in the effort.
Why This is the Better Long-Term Strategy
Why not just take the "safe" path and hire the person who already has 100% of the skills for the job today?
The problem is that companies are not static. The problems a team has today are not the problems it will have in six months, let alone two years.
A perfect match for today's tools isn't a guarantee of adaptability. Equally, having the right skills today doesn't mean someone lacks potential. I want to assess both current capability and the ability to learn, rather than treating a checklist as the whole picture.
This all comes down to Return on Investment (ROI).
- Mentoring, meaningful challenges, and training can compound: a person grows with the work and becomes capable of solving problems beyond the original job description.
- A hiring process focused only on an exact skills match can miss that growth opportunity. Potential still needs support; it isn't a substitute for onboarding or a realistic assessment of what the role requires now.
Hiring for skills gets you a person who can solve today's problems. Hiring for potential gets you a person who can help you solve tomorrow's.
A Conversation About Learning
One way to explore these qualities is to invite someone to explain a topic they care about. As an illustrative prompt, rather than a description of any company's interview process:
"Choose a topic you enjoy and help me understand what makes it interesting. Assume I'm new to it.
Use an example, a sketch, or whatever helps you explain it. Take time to think, and ask me questions along the way."
The topic itself isn't the point. It's a way to explore how someone thinks and communicates, not a test of whether they share my interests:
- Passion: People who do well pick a topic they are genuinely passionate about. This gives them an opportunity to show that passion and curiosity.
- Structured Thinking: How do they organize an explanation? Can they distinguish the central idea from the details and help the listener follow along?
- Audience Awareness: Do they check in with me? ("Does that make sense?") Do they ask me questions? Are they able to tune their explanation to their audience (me, who knows nothing) or are they just talking at me? This shows empathy and communication, which are vital.
A conversation like this can be useful, but it is only one signal. Presentation confidence isn't the same as potential, and people should have room to prepare or explain themselves in a format that lets them do their best thinking.