Build a bench: hire for character, grow from within, avoid the expertise cliff

Teams often grow fast, hire fast, then wonder why leadership gets thin. A common trap is the expertise cliff: strong leaders hire slightly less capable people, who then hire slightly less capable people, and soon the average plunges. You can counter this with a farm‑team approach, where you recruit for character, give meaningful reps, and promote based on delivered improvements.

Start by naming non‑negotiables. Skills are teachable, but habits of integrity, follow‑through, and learning are slow to change. In interviews, ask for stories about repaired mistakes or hard feedback acted on. Then create real auditions. Pilots where people design, deliver, and measure an improvement reveal more leadership than polished résumés. When someone ships a better workflow and brings others along, that’s signal.

Growth from within needs scaffolding. A simple 30‑60‑90 plan with weekly check‑ins helps new hires and new leaders get competent faster. Pairing them with a mentor multiplies learning, not because mentors have all the answers, but because they shorten feedback loops. Finally, measure your pipeline. Are you promoting internally? How long until new hires are effective? Who are the regretted losses, and why did they go?

Research on talent development and social learning supports this system. People learn fastest by doing hard things with coaching and feedback. Organizations sustain excellence by renewing leaders from within, preserving culture while adding new ideas. A pipeline that favors character, proves skill in pilots, and measures growth keeps you out of the expertise cliff and gives people a reason to stay.

Write five non‑negotiable character traits you’ll hire and promote for, then use behavioral questions in interviews to hear real stories that show them. Create a habit of promoting from pilots, where people who design and deliver improvements get first look at bigger roles. Pair each new hire with a mentor and a 30‑60‑90 plan, and track internal promotions, time‑to‑competence, and regretted losses each quarter. This simple pipeline will keep your bench strong. Draft those non‑negotiables now.