Raw Materials Hiring Scorecard
Hire for character and learning capacity, then teach the skills
- Difficulty
- Moderate
- Time to result
- ~weeks to results
- Steps
- 5
- Confidence
- 97%
Guttman's scorecard shifts hiring away from credentials and narrow expertise toward the underlying traits that make a person learnable and effective. His core criteria are humility, curiosity, creativity, discipline, and heart. In Anna's case, he also watched for independent problem solving, openness to direction, and the ability to coordinate with much older colleagues. Intelligence helped, but he did not treat it as the decisive requirement. The mechanism is to select for durable personal qualities, then teach the role-specific skill set. Guttman pairs this positive filter with a strict correction rule: because even strong interviews and reference checks produce mistakes, leaders must act quickly when a hire proves wrong. This prevents one poor fit from moving the organization backwards.
Origin
Guttman described the traits he saw while Anna handled social-media work, solved problems independently, took direction, and coordinated with older colleagues.
Core principles
- 01Character traits can outweigh credentials and domain expertise
- 02Curiosity and creativity support learning and problem solving
- 03Discipline converts potential into dependable execution
- 04Humility keeps a candidate coachable
- 05Skills can be taught when the right raw materials are present
How to run it
- 1
Separate Essentials From Teachable Skills
Determine whether the role truly needs specialist expertise on day one. If not, make character and learning capacity the primary selection criteria.
Watch out Some specialized roles still require specific domain knowledge.
- 2
Score the Raw Materials
Assess humility, curiosity, creativity, discipline, and heart through real examples and observed work. Treat intelligence as useful but not sufficient.
Pro tip Use a small work assignment to reveal how the candidate thinks and follows through.
Watch out Do not let polished credentials substitute for evidence of these traits.
- 3
Test Independent Problem Solving
Observe whether the candidate attempts to solve problems before escalating every detail. Confirm that independence coexists with openness to guidance.
Pro tip Look for someone who takes direction well without becoming dependent on constant direction.
- 4
Observe Interpersonal Authority
Give the candidate work that requires coordination with other people. Watch whether their presence and conduct earn respect without relying on age or title.
- 5
Teach Skills and Correct Fast
Develop the specific skill set after hiring, but acknowledge that selection errors still happen. When the evidence says the hire is wrong, act instead of extending the damage.
Pro tip Treat persistent thoughts of firing as a signal requiring immediate examination.
Watch out Delayed action on a bad hire can reverse the progress created by strong performers.
In the wild
Guttman asked Anna to review his social media on Monday and present her thoughts on Friday. Her detailed critique earned the internship, and several weeks of work then revealed creativity, curiosity, discipline, coachability, independent problem solving, and the ability to coordinate with older colleagues. Those observed qualities led him to offer her a CEO role despite her lack of business experience.
→ An eighteen-year-old intern was selected to lead a new company after demonstrating the scorecard's raw materials.
Common mistakes
Hiring Primarily for Expertise
Guttman says he too often prioritized talent or domain expertise. He now treats durable character traits as the better predictor except where specialist knowledge is indispensable.
Confusing Independence With Resistance
The useful combination is trying to solve problems independently while remaining open-minded and responsive to direction. Either quality without the other is incomplete.
Delaying a Necessary Firing
Guttman says every delay after deciding someone should be fired became a regret. A bad hire can move the organization backwards as powerfully as a good hire moves it forwards.
Is it for you?
Best for
It is best for roles where skills are teachable and adaptability matters more than narrow prior experience.
Not ideal for
It is not ideal for work that immediately requires rare, non-negotiable specialist knowledge.
From the transcript
“she was super creative. She was super curious. She was very disciplined.”
“look for the right raw materials um and you can teach the skill set.”
From the episode
Anti-MBA: How an 18-Year-Old Became a CEO in 3 Weeks w/ David Guttman & Anna Prudchenko