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Hiring Strategy The Interview

Why 89% of New Hires Fail Before 18 Months

David Lee Jensen
Empty office desk with packed personal items after a failed hire

Stop Hiring for Performance. Start Hiring for Character.

You’re not bad at reading people. You’re just screening for the wrong thing.

Most interviews are built to evaluate skills and performance. But nearly 89% of hiring failures come from something else entirely: attitude, temperament, motivation, coachability, and character.

A three-year Leadership IQ study of 20,000 new hires found:

  • 46% failed within 18 months
  • Only 11% failed due to lack of technical skill
  • 89% failed because of character and attitude issues

In other words, most bad hires could do the job. They just couldn’t do it in a way that worked for your team, your culture, or your standards.

Why Smart Leaders Still Make Bad Hires

Skills are obvious. Character is subtle.

Candidates show up polished, prepared, and rehearsed. They’ve practiced their answers to every predictable question. You’re not seeing who they are; you’re seeing their best 45-minute performance.

That’s how you end up with the manager who interviews flawlessly, then:

  • Talks down to hourly employees
  • Takes credit for others’ work
  • Rejects feedback and blames others

On paper and in the room, they were perfect. In real life, they’re the 89% problem.

How to Actually See Character in an Interview

You can’t see character on a resume. But you can design your process to reveal it.

Use these four moves:

  1. Watch them before the interview starts

How they behave when they think it “doesn’t count” tells you more than any polished answer.

  • How do they treat the receptionist or front desk?
  • Are they present and observant, or buried in their phone?
  1. Ask questions they can’t rehearse

Ditch the canned prompts like, “Tell me about a time you showed leadership.”

Try questions that force them to think in real time, for example:

  • “If your last job were a sport, what position did you play?”
  • “What would your coworkers say was the hardest part of working with you?”
  1. Bring them back a second time

The first interview is a performance. The second is closer to reality.

  • Energy drops.
  • Guard comes down.
  • Patterns start to show.
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