When it comes to building a team that can last, hiring the right kind of person at the right time is everything. While some roles call for people with a hustle mindset – those who are energized by chaos and love building from scratch – others require people who bring stability. The key is knowing which one your team needs based on where your business is in its growth cycle.
Strong leaders align talent with their organization’s phase, driving innovation when needed and ensuring reliability when it matters most.
Hiring for Hustle:
Hustle hires are creative thinkers who embrace change and figure it out as they go.
Early in my career, I worked under a leader who gave me space to explore. While earning my MBA, I applied what I was learning: building structure, testing workflows, tracking performance. The start-up energy lasted 18 months.
During the expansion phase, we hired people who thrived in ambiguity, worked cross-functionally, and achieved their goals. It was like being handed a thousand grey blocks with no instructions. The ones who succeeded didn’t wait for a roadmap – they imagined, adapted, and kept building.
Hiring for Process and Delivery:
As the team scaled, we outgrew our freeform energy and entered a phase where how results were achieved mattered as much as the results. Departments had leaders managing teams of 6 to 15, and consistency became critical.
We needed systems to track progress, ensure quality, and prevent breakdowns, prompting a shift in hiring. We prioritized detail-oriented, process-driven professionals who could reliably execute established systems and offer thoughtful feedback. Flexibility still mattered, but it had to work within clearly defined frameworks.
Hiring for Trainability and Stability:
As the organization matured, we moved into the sustainability and optimization phase. Teams grew beyond 15 people, and the focus shifted to doing more with less. At this stage, we weren’t seeking innovators – we needed steady, reliable hands. These hires had to be coachable and curious, but also comfortable operating within established systems without constantly pushing for change. Raising concerns was still valued, but stability was the priority.
It became a great environment for developing new talent. Many roles transitioned to entry-level or early-career positions, offering growth within a structured framework. This approach built a strong talent pipeline while maintaining consistent performance.
Spin-Off Teams:
Even in a mature company, growth doesn’t stop. As core teams settled into process and optimization, we built spin-off teams to tackle new opportunities or solve emerging problems. These smaller groups re-entered discovery mode and operated like mini start-ups. For these teams, we returned to hiring for hustle.
Matching Talent to Growth Stage
One of the most rewarding parts of my role is helping clients assess their program’s maturity and align talent accordingly. For structured environments, we find experienced professionals who thrive in process.
For early-stage programs, we look for candidates who bring clarity to ambiguity. Even roles that seem routine require nuance – some demand precision, others offer space to grow. Understanding the context ensures we make the right hiring decisions and build teams that fit where the organization is today.
