Transformational Thinkers with Sara Sheehan
Aug 18, 2026 · 47 min · 13 segments
Are your people truly your greatest asset, or is that simply a phrase your organization repeats? In this episode of *Transformational Thinkers with Sara Sheehan*, Sara sits down with Mark Mitford…
Mark MitfordGuest
Sara SheehanHost
I'd say the biggest one, let's give you a very kind of the low-hanging fruit, I would say recruiting.

So if we go into recruiting, hiring, selection That in, in most cases, there is-- it's a very disjointed, very-- every time it's done, if you're not recruiting heavily...

So within 20 people a year, or 15 or 20, let's say, you're not doing that continuously.

You may have some little peaks and valleys, but every time it's done, you don't have a recruiting strategy, first of all.

I point out in the book, too, that you've gotta have your job description, if the company has job descriptions, let's put it that way, your job description does not equal a job posting.

In many cases, a job posting should-- it, it definitely-- you should have your-- if you have a marketing person or marketing department, you should have them help you to make the job posting much more really showing off the organization, and it's really a, it's really more of a marketing tool than it is a boring, dry job description.

So everything from job posting is, in a lot of cases, is very poorly done, and the, the verbiage in the job posting is not good.

And then also internally, the interview process, a lot of times the interview process is very haphazard.

I'm a big fan of having structured interview questions and making sure that everybody who's gonna be involved in this, in the hire, in the interviewing process, they have a game plan as to exactly what they're gonna be asking candidates, which manager or leader is going to be asking which candidate what questions.

And then the other big thing too, I would say, which is a lot of, which is sometimes a really major miss for a lot of companies, is asking people about cultural fit and asking them questions around your core values and the cultural fit.

Because one of the biggest misses organizations have is they don't interview for culture, and so they may have somebody who's very technically competent, but they are-- It's a...

You're, you wind the clock forward a couple months, it's Thanksgiving, and you have the awkward uncle who is always saying things they shouldn't be saying, whatever it is, even if it's everything from foul language to maybe they had a couple too many glasses of wine before Thanksgiving dinner, and they're speaking inappropriately about another relative at the dinner table.

It's almost like that cultural thing is just that the culture h- is, has to be in your, the person's character qualities.

That's-- A lot of companies don't interview for that, and I would say that's a major miss.

They're only doing a technical interview, and they're really missing, "Let's talk about the how you get work done.

Let's talk about when it comes to integrity or servant leadership or customer focus, which could be core values." And that's a major miss that a lot of companies that I work with, it's a very common miss which could be glaringly huge, 'cause you hire somebody, then within three to six months you're looking at actually terminating them because they weren't really a good cultural fit organizationally.

I think the culture fit is absolutely huge, because I know how awkward it can be when you're in the wrong place personally.

And so I think more questions need to hone in on what the company's core values are and how that person fits, and just get a wider lens into the person's will outside of their skill, so their will to show up and deliver excellent work.

I'd say the biggest one, let's give you a very kind of the low-hanging fruit, I would say recruiting.

So if we go into recruiting, hiring, selection That in, in most cases, there is-- it's a very disjointed, very-- every time it's done, if you're not recruiting heavily...

So within 20 people a year, or 15 or 20, let's say, you're not doing that continuously.

You may have some little peaks and valleys, but every time it's done, you don't have a recruiting strategy, first of all.

I point out in the book, too, that you've gotta have your job description, if the company has job descriptions, let's put it that way, your job description does not equal a job posting.

In many cases, a job posting should-- it, it definitely-- you should have your-- if you have a marketing person or marketing department, you should have them help you to make the job posting much more really showing off the organization, and it's really a, it's really more of a marketing tool than it is a boring, dry job description.

So everything from job posting is, in a lot of cases, is very poorly done, and the, the verbiage in the job posting is not good.

And then also internally, the interview process, a lot of times the interview process is very haphazard.

I'm a big fan of having structured interview questions and making sure that everybody who's gonna be involved in this, in the hire, in the interviewing process, they have a game plan as to exactly what they're gonna be asking candidates, which manager or leader is going to be asking which candidate what questions.

And then the other big thing too, I would say, which is a lot of, which is sometimes a really major miss for a lot of companies, is asking people about cultural fit and asking them questions around your core values and the cultural fit.

Because one of the biggest misses organizations have is they don't interview for culture, and so they may have somebody who's very technically competent, but they are-- It's a...

You're, you wind the clock forward a couple months, it's Thanksgiving, and you have the awkward uncle who is always saying things they shouldn't be saying, whatever it is, even if it's everything from foul language to maybe they had a couple too many glasses of wine before Thanksgiving dinner, and they're speaking inappropriately about another relative at the dinner table.

It's almost like that cultural thing is just that the culture h- is, has to be in your, the person's character qualities.

That's-- A lot of companies don't interview for that, and I would say that's a major miss.

They're only doing a technical interview, and they're really missing, "Let's talk about the how you get work done.

Let's talk about when it comes to integrity or servant leadership or customer focus, which could be core values." And that's a major miss that a lot of companies that I work with, it's a very common miss which could be glaringly huge, 'cause you hire somebody, then within three to six months you're looking at actually terminating them because they weren't really a good cultural fit organizationally.

I think the culture fit is absolutely huge, because I know how awkward it can be when you're in the wrong place personally.

And so I think more questions need to hone in on what the company's core values are and how that person fits, and just get a wider lens into the person's will outside of their skill, so their will to show up and deliver excellent work.
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