Mediocrity Is Expensive

Let’s get real: hiring is not just another box to check on your to-do list. It’s not like choosing a table lamp from Amazon—quick, casual, and low stakes. Hiring is the single most consequential decision you make as a leader. The talent you bring in will either elevate your organization or anchor it in mediocrity. Get it right, and you build a machine of innovation and excellence. Get it wrong, and you create a revolving door of missed opportunities, wasted resources, and crushed morale.

And yet, most hiring processes are a disaster. They’re rushed, poorly executed, and guided by gut feelings instead of strategy. Companies settle for “good enough” because, let’s face it, mediocrity feels easier in the short term. But easy doesn’t scale, and in a world where competition moves at the speed of AI, you can’t afford to coast. If you’re not raising the bar in your hiring, you’re actively lowering the ceiling on your company’s potential.

Every mediocre hire you make costs far more than their salary. There’s a cascading effect. Subpar employees drain resources, disrupt team dynamics, and lower the overall performance of your organization. Worse, they push out your top performers, who grow frustrated working alongside people who can’t—or won’t—pull their weight. High performers thrive in environments of excellence, and when excellence is missing, they leave. What you’re left with is a team of “meh” employees who collectively produce “meh” results.

The problem with mediocre hiring is that it feels harmless in the moment. It’s easy to rationalize: “We needed someone fast,” “They seemed like a good enough fit,” or the classic, “We’ll figure it out as we go.” But mediocrity compounds. Over time, it erodes your culture, sabotages your goals, and tarnishes your reputation. The cost of settling is steep, and the bill always comes due.

The Myth of the Talent Shortage

I’ve heard the excuses: “There’s a talent shortage,” “Nobody wants to work anymore,” “We just can’t find the right people.” These are myths. There isn’t a shortage of talent; there’s a shortage of strategic thinking in how we approach hiring.

Look at most job descriptions—they’re wish lists written by committees, asking for a unicorn who can walk on water, juggle flaming swords, and speak fluent Python. When the impossible candidate doesn’t show up, companies panic and settle for whoever is willing to take the job. Then they wonder why they’re struggling to compete. The problem isn’t the talent pool—it’s the fishing method.

And let’s talk about speed. Everyone wants to hire yesterday. The pressure to fill roles quickly often results in rushed decisions, poorly vetted candidates, and, you guessed it, more mediocrity. Slow down. Excellence takes time, and the ROI of hiring right far outweighs the perceived benefits of hiring fast.

The Real Problem? You.

Let’s be honest—the problem isn’t the candidates; it’s you. It’s your leadership, your processes, and your standards. Too many leaders treat hiring as a chore rather than a critical function. They outsource the responsibility to HR without giving it the attention it deserves. They fail to articulate what success looks like in the role and then blame the market when the wrong person gets hired.

Raising the bar starts with you. It requires a mindset shift from “filling seats” to “building a legacy.” Your hires define your culture, your capability, and ultimately, your company’s future. Treat the process with the respect it demands.

How to Raise the Bar

So, how do you elevate your hiring game? Here’s a blueprint:

1. Define Excellence Clearly Before you even think about posting a job, get crystal clear on what excellence looks like in the role. What specific outcomes do you need? How will success be measured? A vague idea of what you’re looking for leads to vague hires.
2. Focus on Potential Over Perfection Hiring for potential doesn’t mean lowering your standards; it means recognizing that skills can be taught, but character, drive, and adaptability can’t. Look for candidates who align with your values and show a hunger to grow.
3. Invest in the Process Good hiring takes time. Conduct multiple rounds of interviews, use data-driven assessments, and involve key stakeholders. Rushed decisions are rarely good decisions.
4. Train Your Hiring Managers Many hiring managers see recruitment as a necessary evil, not an opportunity. Equip them with the tools, training, and accountability they need to evaluate candidates effectively. The days of “hiring on instinct” need to end.
5. Prioritize Cultural Add, Not Just Fit Hiring for cultural fit is about more than finding someone who feels like “one of us.” It’s about finding people who challenge your thinking, bring fresh perspectives, and push your organization forward. Diversity in thought and experience is a competitive advantage.

The Payoff of High Standards

When you raise the bar, you don’t just hire better talent—you create a virtuous cycle of excellence. High performers attract other high performers. They set the tone for your culture, elevate the quality of work, and drive innovation. They don’t just meet expectations; they exceed them.

And let’s not forget the personal payoff. Few things are as satisfying as seeing someone you hired flourish. It’s a validation of your judgment, your leadership, and your commitment to building something extraordinary.

The Bottom Line

Raising the bar in hiring isn’t just a nice idea; it’s an imperative. In a world where talent is the ultimate differentiator, you can’t afford to settle. The stakes are too high, and the rewards for getting it right are too great.

So, stop making excuses. Define what you want, invest in the process, and commit to excellence. Your hires are your legacy. Build one worth remembering.

Hi there, I’m Brian, and in addition to this LinkedIn Newsletter, I wrote Talk Tech To Me. I take on the stress and strain of complex technology concepts and simplify them for the modern recruiter.