Do We Ever Really Know Anyone?

The Art of Savvy Hiring and Knowing When It’s Time to Let Go

As a leader, you’ve probably asked yourself this question more than once: Do we ever really know anyone? It’s a pressing question that strikes at the heart of hiring, team building, and, yes, knowing when to part ways with an employee.

In today’s fast-paced business environment, many decisions are made quickly. We’re pressed to hire fast, get results, and build momentum. But here’s the reality: hiring someone is more than just checking off boxes on a resume or being charmed during an interview. It’s about truly understanding who that person is—their character, their resilience, and whether they can adapt and grow with your company.

So, how do you hire smart and avoid costly mistakes? How do you know when it’s time to pull the plug and fire someone, even when it’s uncomfortable? Let’s dive in.

Hiring: It’s About More Than Skills

Resumes will tell you a lot about what a person can do. But a resume won't tell you who a person is. You’ll see their experience, achievements, and skills—but the paper won’t reveal how they handle adversity, work under pressure, or integrate into a team. Those critical qualities? They only come out with time, and unfortunately, often too late.

The solution? Prioritize character as much as skills. Grit, passion, and a growth mindset are equally as important as technical prowess. You want someone who’s not just capable of doing the job today, but who can evolve with the needs of your business. This means asking tough questions in interviews and looking beyond surface-level charm.

Ask yourself: How will this person respond when things get tough? Do they have the drive to push through challenges, or will they crumble at the first sign of stress? Culture fit, adaptability, and character are just as crucial to long-term success as skills and experience.

Red Flags to Watch For During the Honeymoon Phase

The first few months of employment are often a "honeymoon" period. Everyone's on their best behavior, eager to prove their worth. But, if you're paying attention, there are subtle signs that can clue you in on deeper issues.

Do they make excuses when they don’t hit targets, or do they take accountability? Do they ask questions that show curiosity, or are they just coasting? Are they a team player, or are they already showing signs of toxic behavior?

These red flags are often easy to ignore in the beginning because you're invested in the success of your hire. But ignoring them is risky. Pay attention to patterns of behavior early on—because patterns solidify over time.

Knowing When to Fire: The Hard Truth

Letting someone go is never easy. As leaders, we tend to be hopeful. We want to believe in people and give them the benefit of the doubt. But there’s a point where hope turns into costly optimism.

If you’ve done your best to mentor, coach, and provide feedback, and the issues persist—it’s time to face the truth. Holding onto someone out of guilt, fear, or optimism can be damaging to your business and your team. Every day you keep someone who isn’t performing is a day your business is losing traction, energy, and culture.

Firing isn’t about being ruthless; it’s about protecting your company and making room for the right people. It’s also about being fair to the individual. If they aren’t thriving in your environment, they’re likely better off in a place where they can grow. Dragging out the process helps no one.

Conclusion: The Art of Hiring and Firing

At the end of the day, no, we don’t ever really know anyone—at least not right away. But we can get a lot better at discerning character and potential. By prioritizing grit, resilience, and cultural fit as much as skills, we can make smarter hires. And by recognizing when it’s time to cut losses and let someone go, we protect the integrity of our team and our company’s future.

Hiring and firing aren’t just business transactions. They’re pivotal decisions that shape your company’s trajectory. Be savvy, be discerning, and most importantly, be willing to make the tough calls. Because in the end, your company’s success hinges on the people you choose to keep—and the ones you choose to let go.