In my last post on leadership decision-making, I took aim at the durable myth of the gut call, in which the executive absorbs the debate, consults some inner oracle, and delivers a verdict with the serene confidence of someone who has never been audited. That myth finds its most comfortable habitat not in the boardroom but in the interview room, where leaders who would never approve a capital expenditure without a business case will cheerfully make a six-figure hiring decisio

Most people remember the famous I Love Lucy chocolate factory scene. Lucy and Ethel are happily wrapping chocolates until a supervisor decides productivity would improve if the conveyor belt moved faster. No one asks whether the work can be done at that pace, so the line speeds up anyway and chaos follows. Funny in a sitcom. Less funny when it's your workforce strategy. _____ Over the last few years, organizations made workforce decisions based on what AI was expected to do

When mapping out the hiring process and contemplating the candidate journey – everything “talent” from attraction to acquisition – most organizations draw a clean line at the offer letter. That’s when the recruiting team closes the requisition, celebrates the hire, and moves on to the next open role. It’s also when the candidate, now technically an employee, gets handed off to whoever runs onboarding. The Line We've Been Drawing in the Wrong Place The conventional model treat