In 1957, when HP was growing rapidly, Bill Hewlett and Dave Packard faced constant pressure to fill positions quickly. Yet they famously left key roles vacant for months rather than compromise on talent. But here’s what most miss about their story – they never blamed the talent pool.
Instead of complaining about candidate quality, they examined their recruitment approach. They realized their job descriptions focused on technical skills while overlooking cultural fit. Their interview process tested knowledge but not creativity or initiative.
So they revamped everything. They started hosting university open houses, created summer internship programs, and trained managers to spot potential over polish. Within two years, they had more qualified candidates than openings.
The insight wasn’t about persistence. It was about ownership. While other companies blamed a “talent shortage,” HP’s founders recognized that consistent hiring failures pointed to flaws in their system – their leadership.
Today’s leaders face similar challenges. When teams underperform or positions stay vacant, it’s tempting to fault the market, the candidates, or the team. But exceptional leaders ask more challenging questions: What am I missing? How have I contributed to this pattern? What systems have I built that perpetuate these outcomes?
The team you build reflects the leader you are. If you’re consistently getting the wrong people, stop looking at them and start looking in the mirror.
