Interviewing with Intention: A Practical Guide to Selecting the Right Hire
Hiring a new team member can feel like a high-stakes guessing game — especially in a small business or close-knit practice. You're looking for someone with the right skills, the right mindset, and the right energy. And in today’s market, where applications might flood in or barely trickle through, it can be tough to know how to approach the process efficiently and thoughtfully.
But here’s what I’ve learned after 25 years in clinical supervision and team leadership:
The best hiring decisions aren’t made by following a script — they’re made by staying grounded in your values, being clear about what matters, and trusting your professional instincts.
Here’s how to bring structure, strategy, and discernment to your interview process — without burning out along the way.
Step 1: Start With a Real Job Description
Before you post anything, get clear on what the role actually is — not just the tasks, but the expectations, outcomes, and soft skills it requires.
The strongest job descriptions go beyond a list of duties. They describe:
The primary responsibilities of the role
The baseline qualifications and experience needed
The interpersonal or team dynamics the person will navigate
Any unique context about your business (e.g., pace, clientele, communication style)
This not only helps you write a more accurate posting, but it also filters in candidates who align with your culture — and filters out those who don’t.
Step 2: Match the Process to the Position
There’s no one-size-fits-all hiring process. The number of interviews — and the depth of evaluation — should reflect the role’s complexity, visibility, and leadership impact.
Here are some best practices I recommend:
Phone Screens Are Underrated
A quick 15–20 minute phone call can help you rule out candidates who aren’t a match before investing more time. You’ll often pick up on communication style, preparedness, or red flags that aren’t obvious on paper.
Don’t Over-Interview Just Because You Can
Some companies require 2–3 rounds of interviews across the board. But in small teams, especially, you often know after one good conversation whether someone feels like a fit.
You’re allowed to trust that.
Stay Flexible — Not Everyone Needs the Same Path
Rigid, standardized interview processes can make candidates feel processed instead of seen. If it’s clear someone isn’t a fit after round one, it’s okay to end there.
Likewise, if someone shines early on, don’t drag out the process unless it adds real value.
Step 3: Weigh Skills Against Fit and Growth Potential
Once you've narrowed the field, it’s time to get honest about what you can train… and what you can’t.
Ask Yourself:
Which skills are quantifiable and required from day one?
Which traits (curiosity, follow-through, coachability) can’t be taught easily?
If someone’s missing a certification or software skill, is it trainable within 30 days?
Do they seem aligned with the way you work and lead?
Remember: a quick learner with strong character and alignment is often more valuable than a résumé filled with technical credentials — especially in relationship-driven, service-based businesses.
Bonus Tip: Build in Reflection, Not Just Evaluation
At the end of each candidate interaction, take five minutes to reflect — not just on what they said, but how you felt during the conversation.
Did you feel like they “got it”?
Did they seem adaptable, present, and willing to grow?
Did anything feel off, even if the résumé was perfect?
Discernment is a hiring skill — and like all skills, it sharpens with practice.
Final Thought
Hiring is about so much more than filling a role. It's about shaping your team, protecting your culture, and setting up your business to thrive.
Done well, it’s one of the most rewarding parts of leadership.
Done hastily, it becomes one of the most expensive.
Take your time. Be honest about what matters. And remember — hiring isn’t just about evaluating others. It’s also about trusting your own ability to choose wisely.
Author: Susan McKelvy, Licensed Professional Counselor (LPC-S)
