Proverbs 19:27
“Cease, my son, to hear the instruction that causeth to err from the words of knowledge.”
Getting the right people on the team isn’t just important—it’s vital. In business, the difference between growth and chaos often comes down to the people you surround yourself with. I wish I could tell you we’ve always nailed it at SignMaster, that we’ve mastered the art of hiring rockstars who perfectly fit their roles… but that would be a lie.
Here’s how our journey unfolded.
Nice to Meet You. You’re Hired.
For years, our hiring process could be summed up in one line: “Nice to meet you. You’re hired.” No formal process. No detailed job descriptions. Nothing. We were a small, scrappy team, and I convinced myself we didn’t need a structured approach.
Most of our hires came from personal connections—friends of friends or folks from my local church. I didn’t have specific roles in mind; I just needed help. And so I hired people.
Thank God, most of them were high-character individuals who genuinely wanted to contribute. But looking back, it’s clear how risky that approach was. High character isn’t the same as high competence. And good people don’t always fit well in every role.
We Agree. You’re Hired.
As SignMaster grew, I realized we needed a better system. I picked up the book “Traction” by Gino Wickman, and it hit me: getting the right people on the team wasn’t enough. You also had to get them in the right seat.
We formed a hiring committee made up of our existing team members. We crafted a list of interview questions and decided we’d all interview each candidate, then take a vote. If everyone agreed… You’re hired.
Sounds democratic, right? But man, it was a disaster. Our batting average plummeted. In fact, I think it was even worse than the “Nice to meet you” method. Why? I’ve got a theory. By then, we were pulling from a bigger pool of applicants. And the larger the pool, the harder it is to find a keeper. It’s like fishing in deeper waters—the odds of reeling in a prize catch go down.
Culture, Process, Time. You’re Hired.
We’ve come a long way since then. We’ve upped our game, and our “batting average” has definitely improved. Here’s how:
Culture.
Culture eats strategy for breakfast. That’s not just a cliché; it’s the truth. We’ve become laser-focused on our core values, and we don’t compromise. We use Culture Index personality profiles for every potential hire, and our interview questions are designed to filter out anyone who won’t thrive in our culture.
Process.
We’ve learned that personality assessments are just one piece of the puzzle. One of our team leads—someone with a natural talent for discernment—crafted a series of interview questions that, when paired with the personality profile, have become our secret weapon. The process is rigorous, but it works.
Time.
You’ve heard the saying: “Hire slow, fire fast.” This is the third pillar of our approach. We take our time. We never rush to fill a role, no matter how desperate the need feels. And if someone needs to be let go, I take full responsibility—it means I failed in the hiring process.
Parallels to Life
Here’s the thing: This isn’t just about business. This is about life. We’re all CEOs of our own lives, whether we realize it or not. I have to run the “Tommy Trucks” business every day, and just like in SignMaster, my success hinges on the people I allow on my team.
In my personal life, I have friends, mentors, family members, and acquaintances who influence my decisions and my growth. Some lift me up, while others might pull me off course. If I’m not intentional about who I let in, I can end up surrounded by the wrong influences.
Just like in business… “Hire slow and fire fast.”
Who are you letting on your team? Who’s got influence in your life?
Maybe it’s time to make some replacements.