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Coach
Mine would be: “How much of hiring comes down to who looks like the least risky bet on paper—even if someone else might outperform them with a shot?” I’ve noticed that the most capable people I’ve worked with weren’t always the most polished on paper, and it’s wild how much hiring still favors the familiar over the exceptional-but-unusual.
Mentor
Great topic. I’ve experienced this a couple of times: a prolific, ego-driven candidate gets hired, but then can’t work well with the rest of the team and ends up building towers that make him a bottleneck. After a few months, the shortcomings become clear: bugs, maintenance and operational burden, and a disconnect between business or customer needs and what was actually built. This usually happens because the person steamrolls everyone into believing their approach is the only right way to do things, only to later change their mind and propose a full refactor. The confidence and the initial perception of increased throughput are what make it appealing at first.