Before outreach, interviews, or scorecards, every effective hiring process begins with a clear definition of the role. In this episode of Mission One: The Executive Edge, hosts Dan Hampton and Gerard Miles open a new mini-series on world-class hiring by breaking down the first step leaders often rush: framing the role with precision and aligning every stakeholder around it.

They explore how to identify the real business problem the hire must solve, whether the role is replacing someone or creating something new, and why this distinction reshapes expectations, scope, and candidate fit. Drawing from their experience guiding senior searches across sectors, they show how to test assumptions early, through stakeholder conversations and “archetype” candidates, before committing to a full search.

Dan and Gerard also outline how to build a focused scorecard that measures what truly matters in the next 12–24 months rather than a four-year wish list. They explain how disciplined criteria help hiring managers compare very different candidates, make trade-offs visible, and avoid the common trap of chasing a “perfect” profile that does not exist.

They also had a candid discussion on job descriptions for senior hires, when it clarifies expectations, when it turns strong candidates away, and how sensitive searches often require more conversation and less documentation.

What You’ll Learn

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FAQs

Q: Why start with the real problem behind the role?
A: Because every search depends on knowing exactly what the role must fix or deliver. Without this, stakeholders talk past each other, scorecards drift, and candidates receive mixed signals. A clear problem definition shapes the brief, the evaluation, and the type of leader who will genuinely succeed.

Q: How can hiring managers prevent mission creep?
A: By editing ruthlessly. Separate essentials from preferences, limit the criteria to what drives results in the next 12–24 months, and set boundaries early. This measure keeps the role realistic and prevents teams from chasing a profile no one in the market matches.

Q: Why speak with “archetype” candidates before launching a full search?
A: These early conversations test whether your expectations align with market reality. They reveal if the role is structured correctly, if the capability demands are reasonable, and which candidates would actually be interested. Many teams refine or reshape the brief entirely after this step.

Q: How should leaders involve stakeholders without slowing the process?
A: Define roles clearly. Decide who advises, who interviews, and who makes the final call. Subordinates can share perspective but should not choose their future manager. Structure avoids hidden vetoes, contradictory feedback, and last-minute blockers that frustrate strong candidates.

Q: What makes a strong scorecard?
A: Four or five criteria tied to the real outcomes of the next 12–24 months, each defined with clear evidence of what “good” looks like. A well-built scorecard clarifies trade-offs, prevents decisions based on preference or personal style, and gives leaders a grounded way to explain choices to boards or investors. It becomes the anchor that keeps the search disciplined from start to finish.

Q: Do job descriptions still matter for senior roles?
A: They matter selectively. Job descriptions can help communicate expectations, especially for candidates who prepare deeply. However, they can also mislead if they are generic, inflated, or overly detailed. For senior hires, conversation often provides more clarity than a static document, and in sensitive searches, publishing a JD may reveal too much to the market. The strongest processes use JDs as reference points, not constraints.

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