The questions that expose the traits that matter.
Operator Notes · Issue 05 · Moves nobody else is making
I've hired over 200 people. What finally clicked is that hiring works just like lead gen. Getting candidates is easy. Sorting is where the leverage is.
Most people still hire backward. They read resumes. They ask about the past. They listen to polished stories. They guess if someone will be good.
That approach doesn't work.
Hire for traits, not history
Resumes don't predict performance. They predict who's good at writing resumes.
I start by deciding what traits the role actually requires.
For a land acquisitions manager, the job isn't persuasion. It's judgment under uncertainty. You're dealing with incomplete info, emotional sellers, and pressure to move fast without making mistakes.
So instead of asking for stories, I put people in realistic situations and watch how they react.
The four traits that matter
These four traits consistently predict who performs well.
1. Clarity under pressure
Can they slow things down instead of escalating?
Question:
"A seller answers and immediately sounds annoyed. 'I've already talked to three people about this. Everyone keeps calling me. I don't have time for this.' What do you say next?"
I'm looking for calm control. Not pitching, defending, or talking faster.
2. Structured judgment
Can they protect the business when pressured to move too fast?
Question:
"The seller says: 'Just give me a number right now or I'm hanging up.' You don't know anything about the property yet. What's the risk of giving a number here and what do you say instead?"
Good acquisitions managers can name the risk and set a clean boundary without apologizing.
3. Practical communication
Can they turn chaos into a clear summary?
Question:
"Explain a complex situation to me in three sentences so I understand what's happening, what matters, and what happens next. Pretend I'm busy."
If they ramble here, they'll ramble everywhere.
4. Coachability without ego
Can they adjust in real time?
After any answer, say:
"I wouldn't handle it that way."
Then stop talking. Their response tells you everything.
Why I hire two acquisitions managers
If you want one acquisitions manager, you should hire two at part-time. Same role. Same expectations. Then let performance sort it out.
You get redundancy, built-in competition, real benchmarks, and protection if someone quits.
One person outperforms the other within weeks. Sometimes one leaves. Sometimes I let one go. Sometimes I keep both.
Either way, I'm no longer guessing. I'm measuring. That's how you learn what good looks like in your operation.
Bottom line
Hiring isn't about intuition or stories. It's about observing behavior under pressure.
Define the traits. Ask questions that expose them. Let performance do the sorting.
Brandon.