“The profile on this candidate is outstanding,” Rory explained. “It will take a special person to fill this role, and by golly, I think we have found the right person.”
“The profile is outstanding compared to what?” I asked.
Rory looked askance. “What do you mean?”
“It’s nice that he has a personality, but can this candidate do the work?” I pressed.
“Well, the profile says he is suited for this kind of work. Besides, everyone on the hiring team has interviewed him and they really like him,” Rory defended.
“It’s nice that he is a likeable person, but can this candidate do the work?”
“His resume attracted our attention. It says that he has experience in our field and he answered all of our technical questions. He really speaks our language.”
I let Rory squirm for a minute. He had already made his decision, and was waiting to see if I would support it. Without asking any hard questions. “Rory, this role is for a VP of Operations. It’s nice that he understands the technology, but can this candidate do the work of an Ops VP?”
“I don’t know where you are going with this?” Rory shook his head. “I was hoping you would get on board with this guy.”
“It doesn’t matter whether I get on board. Can he do the work? It’s a big role, integrating your sales, your sales forecast with production. You have six month lead time raw materials, tooling that changes, building to stock, assembling to order, staging, logistics. This guy will be coordinating teams of people in meetings, resolving communication paths, working on bottlenecks, manicuring system constraints. It’s nice that he understands the technical mechanics of your product, but can he do the work of an Ops VP?”
