My Number One Hiring Policy

Recently, I was talking to someone who was telling me about their approach towards hiring. This individual suggested that their business ran a no dickhead policy. As the name implies, the policy was a simple one, which simply determined that anyone that was employed by this particular organization would be a decent person. It’s an interesting approach, and one which gives HR practitioners equal doses of clarity and concern.

A few days ago, I was presenting to a group of senior leaders on various topics, from business and technology to the broader strokes of life and work. While some of the questions afterwards were centred on technology strategy or innovation, a fair number focused on the cultural aspects of hiring and team management. In answering those, I found myself reflecting on the “no dickhead policy” my contact had mentioned—and realized that, while both our approaches aim for productive, efficient teams, mine is a little bit different: my number one employment approach is not to hire idiots.

This isn’t meant to come across as arrogant or dismissive, but rather it’s a practical approach rooted in avoiding the inefficiencies and obstacles that arise when employees lack the intelligence and insight required to truly succeed in a role. It’s a decision that’s about finding people who can see the bigger picture, the proverbial “wood for the trees,” and make sound judgments within that context.

For me, intelligence is the foundational quality. Why? Because, frankly, when someone lacks the capacity to process information critically, problem-solve, and adapt in the face of complexity, they become a barrier to success—not only their own but that of everyone around them. This isn’t about expecting everyone to be an academic genius (says someone sporting a rather large chip on his shoulder about not having a tertiary degree); rather, it’s about an employee’s ability to handle nuance and make sound decisions in real-world, often fast-paced situations.

The issue of hiring individuals who struggle to see beyond surface details becomes especially clear when you consider the ripple effects. People who can’t see the wood for the trees often fixate on minutiae or isolated details, missing how those parts contribute to the broader objectives. They may have difficulty identifying priorities, which can lead to wasted time on tasks that don’t drive the business forward.

One of the reasons is that innovation thrives when employees can connect the dots across disciplines and ideas. To innovate, one must have the cognitive ability to understand not only the task at hand but also the implications and applications of their work. In my experience, a lack of intelligence stifles this. People who can’t think strategically or conceptually often get stuck in the operational weeds, doing things “by the book” but never questioning whether the book might need rewriting.

An intelligent team member, on the other hand, can appreciate context and make swift yet thoughtful decisions that align with long-term goals. They’re more likely to see when a process or approach is becoming outdated and suggest improvements, or to troubleshoot a challenge without requiring excessive oversight. Essentially, they act as multipliers within the team—they leverage existing resources and knowledge to elevate the team’s effectiveness.

There’s sometimes an assumption that intelligence and kindness are mutually exclusive, but not in my experience. Intelligence in hiring doesn’t negate the importance of kindness, respect, or collaboration. To combine my and my friend’s approach: don’t hire idiots who are dickheads. In my view, intelligence is a foundational quality upon which other qualities are additive. Smart people can learn to work well with others, but it’s difficult for a kind, cooperative person to just “learn” to be strategic or insightful.

If anything, hiring for intelligence has a positive effect on culture. A team of capable, perceptive individuals is an incredible thing to see. It’s an organisational force multiplier.

To be clear, my policy is not about excluding people for the sake of exclusivity; it’s about assembling a team that can function efficiently, autonomously, and with a shared sense of purpose. When people understand their roles and have the capacity to contribute meaningfully, they don’t get bogged down by trivial distractions or repetitive errors. They work well with others, not just because they’re nice people but because they understand the mutual benefits of collaboration.

Returning to that “no dickhead policy” my contact described, I’d say my approach is a close cousin—perhaps the “no idiot policy.” It’s about making sure that everyone in the organization can pull their weight and contribute in ways that go beyond just performing tasks. In the end, hiring intelligent, adaptable individuals saves time, money, and, most importantly, the sanity of everyone involved. It’s a commitment to efficiency, yes, but also to a culture of growth and resilience that stems from people who truly see the wood for the trees.