Defining Merit. A Business Leader’s Responsibility—But It Can't Be Done Alone
By Albert Cruz
In my previous article, "Who Should Define Merit—Business Leaders or Politicians?", I explored what happens when organizations don’t take the lead in defining merit—how that absence creates a vacuum filled by political narratives, reactionary hiring practices, and culture war distractions. The FAA controversy was just one example of what happens when workforce planning is shaped by rhetoric rather than strategy.
But simply pointing out what’s wrong isn’t enough.
?? What would it look like if organizations took ownership of defining merit?
?? How can they move beyond outdated proxies toward a workforce that is both competitive and fair?
?? What hiring and development processes encourage real performance over assumptions of “fit” or familiarity?
A well-thought-out merit system that values potential isn’t just a way to hire better—it’s a path to stronger teams, more resilient organizations, and a healthier economy.
At an organizational level, this is not about checking compliance boxes, political maneuvering, or culture wars. This is about smart, strategic decision-making that drives innovation, unlocks talent, and sustains long-term success.
But let me be clear: Merit alone has never been enough for communities that experience systemic barriers, globally. The experiences, excellence, and resilience of Black and dark-skinned women across all identities, social classes, and opportunities stand as a testament to that reality. Their challenges are unique, and the road to recognition has required far more perseverance than many, nor I, will ever truly understand.
The data, the stories, the struggles—this is factual, backed by extensive empirical evidence, and has been confidentially shared with me by every person I have mentored that fits this description.
Merit must be defined and measured effectively, but it must also be accessed equitably.
It expands opportunity by using standards that are forward-looking and helps teams thrive because the right people are in the right seats—regardless of where they started.
And that’s bigger than any one company. It’s about strengthening our shared future.
The Pitfalls of an Undefined Meritocracy
Merit exists, but if left vague, we rely on norms that are not forwar-looking, our limited networks and the elusive "fit" word as good enough. Unfortunatley, good enough is not what any person, organization or this country wants.
A FinTech startup, an accounting firm, a manufacturing company, and a talent search organization all require different skill sets and attributes to succeed. The same applies across functions (engineering vs. marketing), career stages (entry-level vs. executive), and team structures (fast-moving startups vs. compliance-driven institutions).
Yet, it’s common for companies to apply the same outdated proxies across vastly different roles.
?? University prestige or a well-connected network doesn't guarantee someone can lead.
?? Years of experience don’t always translate to fresh thinking or real problem-solving.
?? Cultural fit can become a gatekeeping tool rather than a useful team-building principle.
When organizations don’t define what success actually looks like, hiring can miss the mark—leading to weaker performance, overlooked talent, and missed opportunities for growth.
On the other hand...
? When merit is well-defined, hiring decisions become clearer, fairer, and more effective.
? People know how to excel and advance, rather than trying to read unspoken rules.
? Teams become stronger and more cohesive, because strengths are matched to real needs.
The challenge is moving past traditional shortcuts and getting serious about what truly makes someone successful in a given role.
Merit That Matches the Role: Real-World Examples
Merit is not one-size-fits-all. Different roles demand different strengths—and recognizing that creates space for a more capable and dynamic workforce.
?? Engineering & Innovation → Problem-solving ability and adaptability often outweigh formal credentials. Some of the best software engineers never finished college—yet their ability to build, scale, and solve technical challenges puts them far ahead of their peers.
?? Leadership & Strategy → Many of the best CEOs don’t follow a traditional corporate path. Some have neurodiverse traits that set them apart:
?? Sales & Relationship-Driven Roles → Emotional intelligence, resilience, and persuasion matter more than technical expertise. The ability to build trust and close deals isn’t found on a resume—it’s found in action.
?? Compliance & Risk Management → Attention to detail, process discipline, and structured thinking determine success, rather than just tenure or a title.
Too often, organizations default to outdated signals—missing people with the real strengths needed for the job.
?? What if merit was measured by impact rather than credentials?
?? What if teams were built around diverse strengths rather than familiar backgrounds?
?? What if every role had a clear, evidence-based roadmap for what success actually looks like?
This kind of clarity isn’t just beneficial—it’s transformative.
A Pocho’s Perspective as it Relates to Wall Street & PE: Why Merit Should Be Defined, Not Assumed
I didn’t grow up with a roadmap to success.
I’ve been told that I'm a pocho from the Southside of San Antonio who's what I call an "In-Betweener", raised by a migrant working father who taught me resilience, hard work, and the value of ownership.
But hard work alone didn’t get me to Wall Street.
?? It was excellence and belief—of the believers who came before me to mutually benefit from the pioneers who came through organizations that allowed them to fulfill their potential for family, community and country.
?? It was access—mentors who showed me the game.
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?? It was guidance—organizations that shared their playbook.
?? It was opportunity—leaders who taught me the norms I wasn’t exposed to.
I’ve spent years mentoring others who, like me, had the talent, neuro-diversity, indicators of potential but lacked the access. And one truth stands out:
?? Merit isn’t about where you started—it’s about what you bring to the table and how you grow.
As I've have shown to those who innovated their way to becoming titans of Private Equity, if you take an undervalued asset with great potential, provide them a board of advisors, financial resources that provide stability to innovate, focus their growth areas and remove the confusion... then you will have significant capability discovery, multiple expansion, and create generational wealth.
If merit were just about elite schools, corporate networks, or knowing the right people, I wouldn’t have made it.
Neither would the thousands of underdogs I’ve helped mentor into finance, real estate, and leadership roles.
When organizations don’t define merit, it often defaults to privilege instead of potential.
More in Common Than We Think: Lessons Learned from America's Past-time
One of my favorite examples of how merit plays out in action comes from my Men’s Senior Baseball League team.
Trust me, I chuckle about this as well but it's real, it's simple, and meaningful to me. If we see these instances in our daily lives then we can see them in the eyes and hearts of our colleagues and society.
Our roster?
? One-third white, Republican-leaning, military-background American teammates from the DMV.
? One-third Venezuelan, Ecuadorian, Nicaraguan, Mexican, Tejano, American—we call it "The United States of Mexico." (I am very aware this is inappropriate in this context and almost every other context but determining intent and having shared experiences from cookouts, to 9th inning nail biters to fixing my car are actual acts of empathy and love. So we'll let it pass and keep it within reason.)
? The rest? Japanese-American players, U.S.-born and immigrants, bringing a new perspective on the game.
We’re different in sooooo many ways—background, politics, culture. But when we step onto the field?
? Our common goals, clearly defined, unites us.
? Respect and support builds among us.
? Merit determines our spot in the batting lineup and position on the diamond.
It’s not about who you are. It’s about how you contribute, how you help the team, and whether you can deliver when it counts.
This dynamic that has played out for me off the field and on a global stage within the teams I’ve led at the IFC- International Finance Corporation, World Bank—where people from vastly different backgrounds came together to solve problems bigger than any one individual.
When organizations set clear standards and align around a mission, people aren’t left guessing whether they belong—they know they do.
Building the Workforce of the Future
If organizations want to thrive in today’s professional landscape, they benefit from taking ownership of what success actually looks like—not as a reaction to political pressure, but as a deliberate, strategic approach to identifying, developing, and retaining talent.
The workforce of the future won’t be built on rhetoric, political spin, or reactionary hiring practices. It will be built by leaders who define merit in ways that align with their industries, their teams, and their missions.
In my next article, I’ll share a new framework that moves beyond outdated hiring models—one that expands opportunity while strengthening performance.
Because when we get merit right, we don’t just build better teams—we build a stronger, more innovative future.
Disclaimer
The views expressed in this analysis are solely my own and do not reflect those of any organization I provide consultancy services to or have been affiliated with. I approach this discussion from the lens of a born-and-raised American examining the rapidly evolving landscape of merit, workforce planning, and innovation in today’s professional environment.
Additionally, due to the speed of publication and the use of AI-assisted analysis of news reports, transcripts, and related materials, I reserve the right to make corrections, redactions, and additions. This article is intended to spark professional dialogue and distill key insights for business and HR professionals navigating these changes in the U.S.
Proxies for Identity in This Article
Throughout this article, several proxies for identity have been referenced—factors that shape how individuals experience opportunity, leadership, and professional growth. Recognizing these elements is essential to understanding how merit is perceived and evaluated in different environments.
?? Geographic & Cultural Background – Raised in the Southside of San Antonio, Tejano heritage, and experiences across diverse communities, including Venezuelan, Ecuadorian, Nicaraguan, Mexican, Japanese-American, and DMV-based backgrounds.
?? Socioeconomic Background & Access to Opportunity – A working-class upbringing, influenced by a migrant working father, highlighting the role of mentorship, access, and structured guidance in career progression.
?? Cognitive Strengths & Neurodiversity – Dyslexia and ADHD, demonstrating how different ways of thinking contribute to problem-solving, strategic adaptability, and leadership innovation.
?? Professional & Industry Exposure – Experience in high-stakes financial and global organizations, including Wall Street, private equity, real estate, and leadership at the IFC/World Bank.
?? Team & Community Dynamics – Lessons drawn from leadership within diverse teams, including experiences with military-background, Republican-leaning teammates, immigrant teammates, and the role of shared goals in fostering collaboration.
While not explicitly stated, additional factors such as gender, appearance, and personal presentation also influence how merit is perceived and assessed in professional settings. These unspoken elements further highlight the complexity of how individuals navigate career advancement and leadership opportunities.