Recruiting Like a Playoff Committee: It's About the Full Picture

Football season is winding down, and the college football playoff picture is officially set with the 12 teams locked in. Fans have been on edge, debating who deserves a spot, scrutinizing the committee’s decisions, and questioning which factors carried the most weight. The debut of the 12-team playoff format has added a new layer of excitement—and controversy—to the process. The SEC was a rollercoaster this season, delivering both powerhouse moments and shocking upsets (like the Vanderbilt vs. Alabama game).

But here’s what stands out: We can’t judge a team solely by their record. Sure, it’s tempting to focus on wins and losses, but other factors—like strength of schedule, injuries, and performances in the conference championships—often tell a deeper story. Similar to assessing the talent and previous performance of folks you may want to hire.

With that said, I would love to be a fly on the wall in the committee room when the top 12 were decided. What did they really take into account? Do they feel like the best 12 teams in the nation are playing? And what evidence supports that? Understanding their process would be fascinating—not just for the decisions they made, but for the framework they used to make them.

Recruiting Like a Playoff Committee: It's About the Full Picture

A candidate’s resume, like a team’s record, tells us part of the story. It shows where someone has been but not necessarily who they are or what they can achieve. Just as the committee evaluates teams based on their potential to perform on the biggest stage, hiring managers should focus on a candidate’s ability to grow, adapt, and thrive within their organization.

Sometimes the best hire isn’t the one with the perfect checklist of skills but the one with the potential to excel over time. Like the playoff committee weighing factors beyond wins and losses, effective hiring requires assessing the full picture and seeing beyond surface-level qualifications.

Hiring Manager's Cheat Sheet: Assessing Talent Effectively

• Technical Fit, Experience, Qualification – This is simply the minimum level of expertise needed for a candidate to be viable. Rarely are the best decisions made solely on this criterion unless the role requires very unique expertise. (This is the "Win/Loss" column.)

Once you’ve determined they are equipped to do the job (Skill), it’s time to see if they are the right person for your team (Drive). Who is the person?

• Strong Tenures & Promotions – You may have candidates with good tenures, but one shows a history of promotion while the other does not. Does the role you have require an individual contributor, or are you looking for someone who can grow within the organization? Assessing talent for your situation isn’t a one-size-fits-all scenario.

• Rationale for Leaving Positions – Demonstrating thoughtful decisions and patterns of behavior can be a good predictor of future actions.

• Ability to Self-Assess, Hold Themselves Accountable, and Willingness to Accept Coaching – A level of humility and a growth mindset typically precedes success.

• One of my favorite series of interview questions:Tell me about a major success you had at “ABC Company.” (See what excites them.)Now tell me about your biggest mistake. How did you resolve it? What did you learn? Hint: We are looking for someone who is willing to admit their shortcomings, communicate openly, and find ways to improve.

• Conflict Management & Relationships – Studies have found that conflict resolution is one of the most important tools—and indicators—of successful tenures. It is also one of the most critical skills leaders must have to be effective in their roles.

• Attitude of Gratitude – Whether you think you can or you can’t, you’re right. If you wake up grateful for the opportunity to solve problems and challenge yourself, you are the kind of teammate I want to work with—the type of teammate that “wins championships.”

• Grit & Persistence – Famous studies have shown that children who delay gratification are significantly more successful in life than those who cannot. Simply put, your best teammates are able to maintain their endurance and enthusiasm without needing early, easy results.

Just as the committee is tasked with selecting the best teams to compete, hiring managers have the responsibility of building teams that will win for the long haul. I challenge you to look past a person’s "W-L" column and dig deeper into who they are. Be intentional about finding the right people for your team—not just the best technical fit on paper.