Hiring StrategyvsDelegation & Empowerment

Hiring strategy determines WHO you hire, WHEN you hire them, and HOW you evaluate fit. A bad hire costs 1.5-3x their annual salary when you factor in recruiting costs, lost productivity, team disruption, and eventual severance. At early-stage startups, one bad hire out of 10 employees is a 10% organizational failure rate.

Delegation is the art of assigning the right work to the right people while maintaining accountability. Founders who delegate effectively multiply their output by 5-10x. Those who don't become the bottleneck — their company can never grow beyond what one person can do. If you're the smartest person in every meeting, you've hired wrong or you're not delegating enough.

Founders hire for skills and ignore culture fit. A brilliant engineer who can't collaborate destroys 3x more value than they create. Equally dangerous: hiring friends because they're 'trusted' instead of hiring the best person for the role. Netflix famously fired founders' friends when they outgrew their roles — it's painful but necessary.

The two delegation extremes are equally fatal: (1) Abdicating — dumping work with no context or checkpoints, then being surprised when it fails. (2) Micromanaging — delegating the task but not the authority, requiring approval for every decision. Both destroy trust and team growth.

For every role, define: (1) The exact problem this person solves in the next 6 months, (2) The 3 must-have skills with evidence tests, (3) The culture values with behavioral interview questions. Use structured interviews with scorecards — unstructured interviews are only 14% predictive of job performance.

Use the Delegation Ladder: Level 1 = 'Do exactly as I say.' Level 2 = 'Research options and I'll decide.' Level 3 = 'Recommend an approach and I'll approve.' Level 4 = 'Decide and tell me what you did.' Level 5 = 'Decide, don't tell me unless it fails.' Start each person at the highest level they can handle. Promote them up the ladder as they prove themselves.