Everyone agrees: it takes the right person to get the job done.

Yet when it comes to hiring or promoting, we get it right only about 1/3 of the time. Another third is just average. And the final third? Flat-out wrong.

There’s nowhere else in business we’d tolerate that level of performance—yet we do it all the time with the most critical part of scaling: people.

‍This is not a panacea—but it is a practice you can’t afford to ignore.

‍This document won’t make every hire or promotion perfect. But ignoring it? Skipping the hard conversations and hoping your “gut” gets it right? That will cost you—in ways you can measure (turnover, slow ramp, missed targets) and in ways you can feel (drama, distrust, drag on the business).

Most people don’t take the time to do this work. They leave it to HR. Or one executive. Or no one.

Then they live with the fallout: the right person in the wrong role, the wrong person in the right seat, or worse—no one knows what the role was supposed to do in the first place.

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