Hire for behavior- One of the most sage pieces of advice I ever received came during a time I was overwhelmed and uncertain. I had just started running my outpatient therapy practice solo, and staffing was a mess—personality clashes, poor work ethic, communication breakdowns left and right. But here’s the kicker: every single one of those hires had great resumes. They checked every box on paper.
So what was I doing wrong?
The Shift That Changed Everything
That’s when a consultant gave me a piece of wisdom that transformed how I hire:
“Stop hiring for skills. Start hiring for behavior.”
Enter the behavioral interview.
From that point on, I stopped obsessing over what people had done and started looking for how they show up. I began asking questions that revealed character, integrity, and values—not just task proficiency.
Instead of:
- “Do you know Excel?”
I ask: “If I gave you a new software you’ve never used, how would you learn to use it?”
Instead of:
- “Have you ever been let go from a job?”
I ask: “When is it okay to ignore a direct request from your supervisor? Tell me about a time when you did. What happened? Would you do it again?”
These questions tell me everything I need to know about adaptability, courage, honesty, and problem-solving.
Here are two more I swear by:
- “Describe a time you worked with someone whose personality clashed with yours. How did you navigate it?”
- “Tell me about a time you failed at something. What did you learn, and how did you respond?”
Because let’s face it—skills can be taught. But values? That’s deeper. That’s the foundation of everything.
The Proof Is in the People
I’ve had the honor of hiring some incredible humans over the years—many of whom have gone on to do truly amazing things. They weren’t always the most polished candidates. But they had drive. They had character. And they proved that when you hire for behavior, you build something stronger than a team—you build a legacy.
Let me brag for a moment:
- The intern no one would take.
She couldn’t get a placement—people said she was too loud, too much, too eager. But I saw something else: hunger. A young woman ready to learn, willing to do the work, and unafraid to show up fully. And she did.
She went from overlooked intern to clinical leader at a major Ivy League R1 academic hospital.
Give her another year—she’ll be C-suite. - The weed-sprayer turned marketing executive.
He was working a lower wage job spraying weeds when we met. He joined us in an entry-level position, climbed into management, and then into senior leadership. Today?
He’s a C-suite marketing executive and sits on the board of a nonprofit.
What stood out to me? Integrity. He was honest to a fault—and that’s rare. In marketing, he refuses to sell clients on flashy, ineffective strategies. He tells the truth, even if it means turning down easy money. That’s leadership. - The cold-water diver who studied finance but never used it—until now.
He started in a basic receptionist role, answering phones. But he was endlessly curious. He studied under experts in revenue cycle management, business finance, and operations.
Now he runs his very own successful RCM firm so Hire for behavior-.
What I saw? Relentless problem-solving. Email down? He’d send a carrier pigeon if he had to. He made things happen, no matter what. - My latest hire: the call center receptionist with an unexpected background.
No degree. No formal training. But she built and promoted her own subscriber-based adult content business from scratch.
What I saw was boldness, honesty, and self-drive. She told me about her background up front—unprompted. That’s rare. She’s not afraid to speak up, and CEOs need people who will speak truth to power. She wasn’t handed anything—she created opportunity for herself. That’s leadership material. And I believe she’ll go far.
Why It Matters More Than Ever
We’re entering a new era where AI and automation are replacing task-based roles. At the same time, many people are still struggling to survive on $10–12/hour jobs. If we want a sustainable future, we need to reimagine work.
We need to make those “entry-level” roles hopeful and sustainable; not just by raising pay to livable, but by upskilling the people in them so they stay and grow into new positions as the company grows. That only works if we hire the right people—those with grit, values, and the internal desire to grow.
But here’s the truth:
You can teach someone how to use a spreadsheet.
You can’t teach them to care.
You can’t teach them to have integrity.
You can’t train someone to be curious, accountable, or ethical. That comes from within.
