Raising Unicorns

When there’s a spot open on our team, we all dream of filling it with a unicorn. We fantasize about making that perfect hire: someone who’s experienced, skilled, engaged, and a perfect fit for our culture. Then, the actual applicants show up, and we hire a real live imperfect human and hope for the best.

I won’t say that unicorns never exist. I’ve actually hired a few over the years. Maybe their partner had to relocate, or they’re moving to be closer to their parents, and they drop into your lap and become a key team member overnight. When that happens, it’s great but it’s almost cruel. They make you think that the next unicorn is waiting just around the corner, and that just isn’t true. 

Given that you’ll never fill up your team with ready-made unicorns, what should you do? You could hire the people with the most expertise. That’s a tempting option. They take less time to train, they’re productive immediately, and you know that they’re qualified. On the other hand, there’s often a reason they’re available. Maybe they didn’t get along with their previous teams or their previous bosses. Maybe they’re bored and looking for a change. Maybe they’re burnt out and searching for a glide path where they won’t have to work too hard.

The smarter course might be to hire for potential, rather than expertise. Find someone who has special qualities that aren’t a dime-a-dozen. In the NFL draft, this is known as taking “the best available athlete.” They may be young and a little raw, and you’ll have to develop them, but they have a high ceiling, and that’s what you want. 

The thing about expertise is that you can train towards it. Energy, engagement and culture fit  are harder to create out of thin air. Even if you can’t find a fully-grown unicorn wandering around your neck of the forest, it’s entirely possible to raise them. The trick is starting with a baby unicorn, and not a donkey or a horse.