How to Hire the Right Manager: Traits Every Great Leader Must Have

Eight essential things you need to know about “How to Hire the Right Manager: Traits Every Great Leader Must Have”—broken down into long-form, insightful explanations that will not only help you recognize the right person but also avoid the wrong one. Whether you’re hiring your first manager or replacing a critical leadership role, this guide is packed with practical, real-world value.

1. 

Character Over Credentials

Resumes can be polished, interviews can be rehearsed, but character is who someone really is when no one’s watching. You’re not just hiring a skillset—you’re hiring integrity, attitude, and alignment with your company’s values. Look for signs of honesty, humility, and responsibility in past behavior. Ask questions like, “Tell me about a time you had to admit a mistake to your team,” or “How do you handle decisions when no one else is watching?” A great manager can be trained in technical skills—but you can’t train someone to care deeply about doing the right thing.

2. 

Leadership Is Not About Control—It’s About Influence

Managers who succeed do so because they earn trust, not because they bark orders. Leadership through influence means the team follows not because they have to—but because they want to. During interviews, ask candidates to share how they’ve inspired others, handled resistance without threats, or cultivated loyalty in tough times. Look for someone who understands the power of relationship-based leadership rather than title-based control.

3. 

Great Managers Are Great Communicators

Communication is more than clear emails and organized meetings. The best managers listen more than they talk. They know how to deliver tough feedback kindly, align people around a vision, and resolve conflict without escalating drama. During the hiring process, pay attention not just to what the candidate says, but how they say it. Can they explain complex things simply? Do they sound respectful when describing team challenges? If they can communicate effectively with you, they’re more likely to lead well under pressure.

4. 

Emotional Intelligence Is a Superpower

You want someone who can read the room, de-escalate conflict, and sense when a team member is off their game. Emotional intelligence (EQ) allows managers to navigate high-stress situations with empathy and clarity. Ask interview questions like, “How do you handle a team member who’s not performing but is going through something personal?” or “What would you do if your entire team seemed burned out?” EQ doesn’t show up on paper—but it shows up every day on the floor.

5. 

They Must Know How to Coach, Not Just Manage

Managing tasks is easy. Coaching people is where the magic happens. A great manager helps their team grow, stretch, and believe in themselves. They notice strengths. They ask great questions. They don’t just solve problems—they help people learn how to solve them on their own. During interviews, ask about how they’ve helped someone on their team go from struggling to succeeding. You want someone who lifts people up, not just gets things done.

6. 

They Understand the Business—Not Just the Role

A great manager knows their role is bigger than a checklist. They should understand how their department fits into the bigger picture of your business. Ask things like, “How do you align your team’s goals with company goals?” or “What would you do if a decision helped your department but hurt the company overall?” The right manager thinks beyond their silo. They understand trade-offs, business priorities, and the need to work cross-functionally.

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Transcript

How to Hire the Right Manager: Traits Every Great Leader Must Have

Introduction

Welcome back to Startup Business 101—I’m your host, John Reyes—and today, we’re diving into a subject that can make or break your business: hiring the right manager.

Now I know that sounds dramatic… but trust me, it’s not an exaggeration. If you’ve ever run a business, grown a team, or tried to lead more than five people at once—you know the truth: the manager you hire can either be the engine of your culture or the anchor that drags it down. They can build trust and momentum, or they can drain morale and stifle growth. They’re not just there to “keep the place running.” A manager becomes the heartbeat of your team. And that heartbeat? It sets the rhythm for your entire organization.

Yet so many business owners—especially new ones—make the same mistake: they hire based on résumés, not relationships. They prioritize credentials over character. They chase experience instead of emotional intelligence. They think, “If they’ve got management on their LinkedIn profile and worked for a big company, they must be good.” But here’s the truth: a title doesn’t make someone a leader. What makes a leader is what they do when nobody’s watching. It’s how they show up for your team. It’s the way they communicate, the standards they hold, the trust they build, and the culture they protect.

In this episode, we’re going to break it all down—slowly, clearly, and deeply. Whether you’re about to hire your very first manager or you’ve made a few hiring mistakes in the past that you’re ready to fix, this episode is for you.

We’re going to talk about what really matters. Not just what looks good on paper—but what actually works in practice. You’ll learn the 8 essential traits that every great manager must have—traits that don’t always show up in job interviews or formal assessments, but show up loud and clear when the pressure is on.

And we’re going to do more than just list the traits. We’re going to unpack them. I’ll share the kinds of questions you should ask in interviews, the red flags to look for, and the subtle clues that reveal whether someone is there to lead your people or just manage your processes.

Because here’s the deal: your team is your greatest asset. And the person you put in charge of that team—well, they become the caretaker of your culture. They hold the responsibility for your people’s experience, their engagement, their development, and ultimately, their loyalty to your company.

A bad manager can cost you great employees.

A great manager can make average employees great.

And the best managers? They don’t just protect the company—they multiply it. They make it better. Stronger. More human. More sustainable.

So whether you’re running a hair salon, a printing company, a restaurant, a tech startup, or any other kind of small business—this episode is going to give you the clarity and the confidence to make the right hire, lead with intention, and build the kind of workplace people don’t just show up for… they thrive in.

Let’s get into it.

This is “How to Hire the Right Manager: Traits Every Great Leader Must Have.”

And I promise—by the end of this episode, you’ll never look at a hiring decision the same way again.

1.    Character Over Credentials

You know, one of the biggest myths in hiring is this idea that the perfect résumé makes the perfect hire. I mean, how many times have we been wowed by someone’s credentials—degrees from top universities, glowing references, polished LinkedIn profiles—and then brought them on only to find that something just didn’t click? Maybe deadlines got missed. Maybe tension started rising. Or maybe the team just didn’t seem as energized as they used to be. And we sit there wondering… what happened?

Here’s what happened: we hired the résumé, but we didn’t hire the character.

See, résumés are great. They tell you where someone has been, what they’ve done, and maybe what skills they’ve picked up along the way. But here’s the truth: résumés can be edited. They can be dressed up. Interviews can be rehearsed. But character is the stuff that shows up when nobody’s watching. It’s how a person reacts under pressure. It’s whether they take ownership of mistakes or sweep them under the rug. It’s whether they lift up their team—or throw them under the bus when things go south.

When you’re hiring a manager, you’re not just hiring a person to check boxes on a to-do list. You’re hiring someone who is going to set the emotional and ethical tone for your business. This is someone who might one day be the first phone call when something goes wrong. Someone your team will look to when they’re tired, frustrated, or unsure. And in those moments, character—not credentials—is what counts.

I always say this: You can teach skills. You can teach systems. You can even teach leadership techniques. But you can’t teach someone to have a backbone made of integrity. You can’t teach someone to truly care.

So how do we spot character in the hiring process? Because, let’s face it, everyone is on their best behavior in the interview chair.

Start with this: ask for stories, not just answers. Don’t ask, “Do you value honesty?” Ask, “Tell me about a time you had to admit a mistake to your team. What did you do? How did it turn out?” Watch their body language. Listen for vulnerability. A person of character isn’t afraid to admit they were wrong—because they’ve learned from it. A person of character doesn’t need to make themselves the hero in every story—they’ll share the spotlight or take the heat when it’s called for.

You can also ask questions like, “Tell me about a time you had to make a hard decision when no one was watching—what guided your thinking?” This kind of question doesn’t test knowledge. It tests internal compass. And that’s what leadership is all about.

Here’s a real-world example: I once met a business owner who hired a manager who didn’t have a college degree. She’d bounced around a few jobs and didn’t check all the traditional boxes. But she had this incredible story about owning up to a massive inventory error at her previous job. It cost the company thousands—but instead of hiding it, she stayed late three nights in a row to fix it and even proposed a new system to prevent it from happening again. That owner told me, “I didn’t care about her degree after that—I knew I could trust her.” And guess what? She went on to become one of the most impactful leaders in that business.

That’s character. That’s who you’re looking for.

Now don’t get me wrong—credentials have value. They show discipline, exposure, and sometimes even creativity. But they should never be the first thing you look for in a leadership hire. Because technical skills without character is like a beautifully built ship with a broken rudder. It might look impressive, but you won’t like where it ends up.

So here’s your takeaway: Don’t just interview for the job—they can do. Interview for the kind of leader—they’ll be.

Look for honesty in their stories. Look for humility in their answers. Look for ownership in the way they describe their past. And above all—trust your gut when you hear someone speak from a place of truth. Because in a world where so much is curated and polished, a person who is genuine, grounded, and driven by the right values is a rare find—and the exact kind of person who can transform your team from the inside out.

2.    Leadership Is Not About Control—It’s About Influence

Let’s talk about something that separates good managers from unforgettable leaders—and it’s a concept that’s often misunderstood: Leadership isn’t about control. It’s about influence.

Now, that might sound like a motivational poster quote, but let’s unpack it because it’s powerful. Most people, especially those stepping into their first leadership roles, think managing is about getting people to do what they’re told. They think the position, the title, the corner office—those things are what command respect. But here’s the reality: real leadership can’t be forced. It must be earned.

See, control is rooted in authority. It says, “I’m the boss, so you do what I say.” And yes, that kind of leadership can get results in the short term. People will show up. Tasks will get done. Deadlines will be met. But here’s the problem—control creates compliance, not commitment.

When people are working just to avoid getting written up or fired, they’ll give you the bare minimum. They won’t share their best ideas. They won’t take initiative. They won’t fight for the mission. They’ll do just enough to keep their job—and that’s not the kind of team that drives real success.

Now let’s talk about influence. Influence is rooted in relationship. It says, “I’ve earned your trust, and I’ll lead by example. Follow me because you believe in what we’re doing—not because you have to.” That’s a totally different energy. Influence doesn’t just manage people—it mobilizes them. It turns a group of individuals into a team with shared purpose. And let me tell you, when you lead through influence, people don’t just follow your instructions—they carry your vision like it’s their own.

So, when you’re hiring a manager, don’t just ask about how they’ve supervised people. Ask how they’ve inspired people. Ask, “Tell me about a time when someone on your team didn’t agree with your decision—how did you handle it?” See if they talk about threats and ultimatums… or if they talk about conversations, empathy, and compromise.

Look for answers that show emotional intelligence. A great manager doesn’t lead with ego—they lead with connection. They know that influence comes from consistency, character, and communication. And if a candidate can tell you about times they rallied a struggling team, turned around a toxic environment, or led through change without cracking the whip—that’s someone who understands true leadership.

Let me give you a quick story. There’s a company I worked with a few years back, mid-size tech startup. They had this team lead, let’s call him Chris. Chris didn’t have a flashy résumé, no Ivy League degree, and he wasn’t the loudest voice in the room. But every time the company hit a rough patch, his team never fell apart. They never missed a deadline. They didn’t burn out. And you know why? Because Chris wasn’t managing through fear—he was leading through influence.

He had regular one-on-ones with his team. He remembered birthdays. He listened more than he talked. When layoffs were rumored, he didn’t pretend everything was fine—he addressed it with honesty and transparency. That’s what builds trust. That’s what makes people stay even when things are tough. That’s influence.

Here’s the thing: influence outlasts authority. A job title can be stripped away. A promotion can be taken back. But influence? Influence sticks. Influence creates loyalty that doesn’t end when the clock hits five. Influence is what makes someone say, “I’d follow that person anywhere.”

So as you think about hiring your next manager, I want you to reframe what you’re really hiring for. You’re not just looking for someone who can enforce rules or hit KPIs. You’re looking for someone who can get people to believe, to buy in, and to show up with heart. That’s what moves a company forward.

In your interview process, make space for questions like:

• “How do you build trust with a new team?”
• “What does respect mean to you in the workplace?”
• “Tell me about a time when you didn’t have formal authority, but still had to lead a project.”

Those questions reveal how they influence. Because influence is leadership currency—and you want leaders who are rich in it.

And remember this: The best leaders don’t create followers. They create other leaders. And you only get that kind of ripple effect when you lead through influence, not intimidation.

3.    Great Managers Are Great Communicators

Let’s dive into one of the most underrated superpowers in business leadership: communication.

Now when most people hear that word, they immediately think of someone who’s well-spoken, charismatic, or maybe even a great public speaker. And while all of that helps, that’s just surface-level communication.What makes someone a truly great communicator, especially in a management role, runs much deeper—and it’s not about having the loudest voice in the room.

A great manager is not just someone who talks well—they’re someone who connects well. They know when to speak, when to pause, when to ask, and when to just listen. In fact, if you really pay attention to the best managers—the ones people trust, follow, and fight for—you’ll notice something powerful: they’re active listeners first. They listen with the intent to understand, not to reply. And that alone builds more respect and loyalty than any motivational speech ever could.

Think about this: Have you ever worked under someone who never really listened? Who nodded while you talked but didn’t hear you? That creates distance. That breaks trust. Now compare that to a manager who remembers the small details. Who checks in on that thing you mentioned last week. Who picks up on nonverbal cues and circles back with genuine curiosity. That’s not just management. That’s leadership through communication.

Let me give you a real-world example: There’s a company I worked with that had just hired a new operations manager. Her name was Michelle. On paper, she didn’t stand out much—no flashy degrees or high-level executive background. But within six months of joining, team morale improved, deadlines were met more consistently, and even long-standing communication issues between departments started to disappear. Why? Because Michelle made it her mission to make everyone feel heard.

She introduced weekly 15-minute team check-ins—not to micromanage, but to genuinely listen. She asked for input before rolling out changes. She handled conflict not with blame, but with curiosity. And when she had to give tough feedback? She did it in a way that made people feel supported, not shamed. She didn’t sugarcoat, but she didn’t tear people down either. That balance—that graceful blend of honesty and kindness—is what made her an incredible communicator… and an even better leader.

When you’re hiring a manager, you need to look beyond their technical skills and task experience. Listen to how they speak. Listen to the tone they use when describing past team dynamics. Are they respectful when talking about people they’ve disagreed with? Can they explain complex ideas in simple terms without sounding condescending? Can they answer your questions clearly, without dodging or over-explaining? These are golden clues.

You should also ask questions like:

• “Tell me about a time you had to deliver hard feedback. How did you approach it?”
• “How do you ensure your team stays aligned on priorities?”
• “What do you do when someone on your team is clearly frustrated or disengaged?”

Their answers to those questions will reveal whether they truly understand the art of communication as a leadership tool—not just a formality. Because here’s the truth: When communication breaks down, so does culture. So does performance. So does trust. But when communication is strong, everything else has a chance to thrive.

And let’s not forget, communication isn’t just verbal. It’s body language, it’s energy, it’s presence. A manager who shows up, makes eye contact, and responds with empathy creates a ripple effect of openness throughout the whole team.

You don’t need a TED Talk-level speaker to be your next great manager. But you do need someone who knows how to build bridges with words. Someone who doesn’t just speak to be heard—but speaks to bring people together. That’s how projects stay on track. That’s how conflict gets resolved quickly. That’s how teams stay aligned and feel safe, even in stressful seasons.

So as you build your leadership team, remember this: Great managers aren’t just great at managing—they’re great at communicating. And that communication doesn’t always show up in the form of a perfect email or a slick presentation. Sometimes it’s in the quiet moments—the hallway chats, the check-ins, the “How are you really doing?” that makes a team member feel seen.

That kind of communication? That’s what builds companies people love to work for. That’s what turns teams into families. And that’s the kind of leadership that doesn’t just manage people—it multiplies potential.

4.   Emotional Intelligence Is a Superpower

Let’s talk about something that doesn’t show up on resumes, can’t be measured on a spreadsheet, and rarely makes it into job descriptions—but it might be the most powerful leadership skill of all: emotional intelligence.

Now, if you’re building a business and looking for a manager, emotional intelligence—or EQ—isn’t just a nice bonus. It’s a requirement. It’s the difference between a manager who reacts and a leader who responds. Between someone who adds fuel to the fire… and someone who calms the entire room with just their presence.

So what is EQ, really? At its core, it’s the ability to understand and manage not just your emotions, but the emotions of those around you. And that’s a big deal—because let’s face it, business isn’t always logical. Business is personal. It’s emotional. Teams are made up of people with lives, fears, stressors, hopes, and dreams. The best managers get that.

Picture this: you’ve got a team member—let’s call her Alex—who’s usually reliable, upbeat, and always hits her deadlines. But lately, her performance is slipping. She’s quiet in meetings. Her energy is off. A manager without EQ might say, “She’s not meeting expectations—we need to write her up.” But a manager with emotional intelligence? They pause. They ask questions. They check in, not with suspicion, but with care: “Hey Alex, I’ve noticed you’ve been a bit off. Everything okay?”

That moment—that pause to connect—can be everything. Because maybe Alex’s mom is sick. Maybe she’s overwhelmed. Or maybe she’s just lost motivation and needs to feel seen. And here’s the thing: when people feel understood, they perform better. It’s not about being soft. It’s about being smart.

A manager with high emotional intelligence creates an environment where people feel safe—not just to work, but to be human. They know when to push and when to pull back. They notice the team’s energy. They read the room before making a decision. They can tell the difference between someone who’s being lazy and someone who’s quietly burning out.

So, how do you hire for emotional intelligence? It’s not on the resume. It’s not in the bullet points. But it is in their stories. Ask:

• “Tell me about a time when you had to manage a team member who was struggling emotionally.”
• “What would you do if your whole team seemed unmotivated and drained?”
• “How do you handle situations where you feel frustrated but still need to lead?”

The way they answer those questions tells you everything. Do they speak with empathy? Do they take responsibility? Or do they blame others and talk about policy instead of people?

Here’s a real example: I know a business owner who hired two managers within the same year. One had an incredible track record, the “perfect” resume, and a commanding presence. The other was a bit quieter—less experienced on paper, but deeply intuitive. When conflict arose between team members, the first manager escalated it—he saw every issue as a challenge to his authority. The second one? She sat with the team, facilitated an open conversation, and resolved the tension without anyone feeling attacked. Guess who’s still on the team today?

Emotional intelligence isn’t soft. It’s strong. It’s what keeps teams together when things get messy. It’s what builds loyalty. It’s what makes people say, “I’d follow that leader anywhere.”

And let’s not forget—it’s not just about team dynamics. A manager with EQ can de-escalate an upset customer. They can handle criticism without getting defensive. They can navigate the chaos of a busy Monday morning without snapping at the front desk. Those micro-moments? They define your culture. They shape your brand. And they either create retention—or turnover.

So if you’re interviewing for a management position and trying to decide between two technically qualified candidates, choose the one with heart. The one who understands that business is built on people. The one who listens. The one who leads with humanity.

Because at the end of the day, your manager’s EQ sets the emotional temperature for your entire business. And in a world where stress is high and burnout is real, that kind of leadership isn’t optional—it’s essential.

5.    They Must Know How to Coach, Not Just Manage

Let’s take a moment and think about your favorite teacher, coach, or mentor growing up. Maybe it was the high school football coach who saw potential in you when no one else did. Or maybe it was the piano teacher who didn’t just correct your notes but believed in your talent enough to push you past your fears. Now, hold that person in your mind. Feel what it was like to have someone not just tell you what to do, but show you what you’re capable of.

That, my friend, is the difference between a manager and a coach.

Now, don’t get me wrong—managing is important. You need someone who can build a schedule, keep track of tasks, and make sure everyone shows up on time. But if that’s all they’re doing, you’re hiring a traffic cop—not a leader. A great manager doesn’t just manage work. A great manager coaches people.

Coaching is about growth. It’s about seeing the untapped potential in someone and drawing it out. It’s about asking the kinds of questions that make people think, stretch, and realize they’re capable of more than they thought. A coach doesn’t say, “Here’s the answer.” A coach says, “Let’s figure this out together. What do you think?”

In the startup world—where your team is small, your resources are tight, and your goals are big—this kind of leadership is invaluable. Because when you hire a manager who knows how to coach, you’re not just adding capacity. You’re building capability.

Think of it like this: managing is like giving someone a fish. Coaching is like teaching them how to fish, handing them the rod, and saying, “You’ve got this.” You’re empowering them to problem-solve, to lead, and eventually, to coach others. That’s how you scale a company—from the inside out.

Let’s make it real with an example.

There’s a company I know—small but growing fast. They brought on a new manager named Claire. On paper, Claire wasn’t the most experienced. She didn’t have an MBA. But she had this incredible ability to spot talent and nurture it. One of her team members, Jordan, was struggling with time management and was about to get written up by the previous manager. Instead of jumping to discipline, Claire pulled Jordan aside. She asked questions. She listened. She found out that Jordan wasn’t lazy—he was overwhelmed. No one had ever taken the time to teach him how to prioritize. So she coached him—week after week—with patience and encouragement.

Six months later? Jordan was leading the team in productivity and had even mentored another team member who was falling behind. That’s the power of coaching. It doesn’t just fix a problem—it multiplies performance.

So when you’re hiring a manager, don’t just ask them about systems and deadlines. Ask them:

• “Tell me about a time you helped someone on your team grow.”
• “What’s your process for helping a struggling employee?”
• “How do you handle it when someone doesn’t see their own potential?”

Their answers will tell you everything you need to know. Look for someone who lights up when they talk about the success of others. Someone who cares about people, not just productivity. Because here’s the truth: a team will always reflect the person who leads them.

If your manager coaches well, your team will learn. They’ll improve. They’ll take ownership. And eventually, they’ll start to coach each other.

But if your manager only manages, you’ll be stuck in a loop of assigning, reminding, correcting, and repeating. No growth. No initiative. Just tasks being completed by people who are clocking in—not buying in.

Hiring a coach-minded manager isn’t about warm fuzzies—it’s a strategy. It’s how you turn a collection of employees into a high-performing team. It’s how you retain great talent, reduce turnover, and build a company culture where people thrive. And in a world where businesses rise and fall on the strength of their teams, that’s not optional—it’s essential.

So the next time you’re sitting across from a management candidate, don’t just ask yourself, “Can they keep things on track?” Ask yourself, “Can they help my people grow?”

Because the companies that win aren’t led by the best managers. They’re built by the best coaches.

6.   They Understand the Business—Not Just the Role

Let’s talk about something that separates decent managers from transformational ones—business acumen. Not the fancy kind filled with jargon and spreadsheets for the sake of looking smart. I’m talking about practical, grounded, day-to-day awareness of how the entire business operates and how their decisions ripple outward.

You see, hiring someone who’s great at their specific tasks is a good start—but it’s not enough. You don’t just want a manager who can run a shift or lead a department. You want someone who gets it—someone who understands how the work they oversee fits into the whole ecosystem of your business.

This is where a lot of companies go wrong. They hire a rockstar from another company who was amazing in their role—but once they’re inside your business, they operate like they’re on an island. They protect their turf. They optimize their own metrics. But they forget the big picture.

Let me give you a real-life example.

A friend of mine owns a successful chain of coffee shops. He once hired a manager for one of his busiest locations—a guy with an amazing resume from a big national chain. On paper, he had it all. He knew how to manage labor, order inventory, and hit sales goals. But three months in, customer complaints were up, staff morale was down, and worst of all—profits were dropping. Why?

Because this manager was laser-focused on his store. He cut hours to save on labor without realizing it was tanking the guest experience. He upsold aggressively, pushing products the team didn’t like promoting, just to hit sales goals. And he ignored cross-store collaboration, refusing to share inventory or lend staff when another shop was short-handed. His store looked good in isolation—but the whole business was suffering.

Contrast that with another manager in the same company—Amanda. Amanda didn’t have the biggest numbers, but she understood the entire business like a pro. She asked questions like, “How do my hiring decisions affect our overall payroll expense?” or “Can I borrow a strategy from another location to improve our customer retention?” She regularly checked in with the marketing team to align promotions, and she even coached other managers who were struggling. Her team performed well—but more importantly, the whole company got better because of her.

That’s what you want.

You want someone who sees themselves as part of the whole—who thinks like an owner, not just an employee. Someone who understands trade-offs and knows that sometimes, doing what’s right for the business means making a short-term sacrifice in their own department.

So how do you spot someone like that during the interview process?

You ask strategic questions. Not just “What’s your management style?” but things like:

• “How do you make decisions when your team’s needs conflict with company goals?”
• “Give me an example of a time you had to collaborate with another department to solve a problem.”
• “What do you think makes a business thrive—not just a department?”

Watch how they answer. Do they speak only about their direct responsibilities? Or do they zoom out and show an understanding of customer experience, finance, brand reputation, and long-term impact?

A great manager will talk about aligning team performance with big-picture results. They’ll show an awareness of margins, capacity, and customer satisfaction—not just how to clock someone in or fill out a shift report.

And here’s the real kicker: when your managers think like businesspeople, your entire company levels up. Because suddenly, you’re not the only one protecting the mission. You’ve got leaders at every level asking, “What’s best for the whole?”

That’s how you build something sustainable.

That’s how you scale.

And honestly—that’s how you sleep better at night as a founder or owner, knowing your team isn’t just doing their jobs… they’re building your business with you.

So don’t settle for a checklist manager. Look for someone who’s curious. Strategic. Collaborative. Someone who doesn’t just think about how to do the work—but about why the work matters.

Because when you find a manager who understands the business—not just their role—you’ve found more than a leader. You’ve found a partner in your mission.

7.    Accountability Is a Core Trait, Not a Talking Point

Let’s talk about something that every business owner craves but few actually get when hiring a manager: true accountability.

And I’m not talking about the kind of surface-level accountability you see on resumes or hear in polished interview answers. You know the lines—“I believe in taking ownership,” or “I always follow through.” That’s easy to say. But real accountability? That’s a way of being. It’s not just about doing your job—it’s about owning the outcome, good or bad.

Now, why is this such a big deal?

Because in every business, things go wrong. Period. Plans fall apart. Customers complain. Numbers dip. And when that happens, the last thing you need is a manager who’s quick to deflect or dodge responsibility. You don’t want someone who says, “Well, the team didn’t listen,” or “That wasn’t my fault—that was the vendor,” or “Nobody trained me on that.” No. You want the manager who looks you in the eye and says, “That’s on me. I’ll fix it.”

That moment—right there—is where leadership is revealed.

Let me give you a real-life story.

There was a restaurant manager I worked with once—his name was Brian. Brian wasn’t flashy. He didn’t have the most experience. But one night, the kitchen was short-staffed, orders were behind, and the dining room was packed. Instead of yelling or pointing fingers, Brian jumped behind the line. He plated dishes, calmed down angry guests, comped the right meals, and pulled the team together like a general in the trenches. Afterward, when the owner came in fuming, Brian said, “We dropped the ball. I’ll figure out why we were short-staffed and make sure we’re never this exposed again.”

That’s accountability.

It’s not about perfection—it’s about ownership. And that attitude trickles down. Because here’s the thing: teams mirror their leaders. When your manager takes full responsibility, the team learns that it’s safe to do the same. They stop hiding mistakes and start solving problems. They stop making excuses and start getting better.

Now let’s flip the script. Imagine a manager who avoids blame at all costs. They blame the team, the timing, the tools—anything but themselves. What kind of culture do you think that creates? A scared team. A defensive team. A “not-my-job” kind of vibe. That’s how performance tanks. That’s how morale dies. That’s how good people quit.

So how do you spot accountability in a candidate?

Ask real questions. Ask about a time when something failed under their watch. Dig into how they responded. Did they say “we” a lot and never “I”? Did they get defensive or tell you a story about how someone else dropped the ball? Or did they reflect on what they could’ve done differently?

Here’s a great one to ask in interviews:

“Tell me about a time when your team missed a deadline or deliverable. How did you respond, and what did you learn?”

Listen closely. You’ll learn a lot about their character—and whether they see themselves as a player in your business or just a bystander.

Here’s another sign to look for: accountability-driven managers naturally talk about solutions. They don’t get stuck in blame. They get curious. They investigate. They adjust. They talk about how they debriefed the team, what systems they improved, or how they followed up to make sure the problem didn’t repeat.

They don’t just admit the fire—they rebuild the house and put in a fire alarm.

Because accountability isn’t just about fixing the problem. It’s about preventing it next time. It’s about growing from it. That’s the kind of leadership that makes your business stronger every single week.

And you know what else? Accountability-driven managers earn trust faster. When your team sees that their leader owns mistakes, fixes them, and doesn’t throw people under the bus, they start trusting more. They get braver. More creative. More committed. Why? Because they know their leader has their back—and that mistakes are a chance to improve, not a death sentence.

So if you’re in the hiring process right now, let me leave you with this: Don’t just look for shiny credentials. Don’t just chase experience. Look for someone who is emotionally invested in outcomes. Someone who wants to win with you—not just look good when things are going well.

Because at the end of the day, every business hits rough patches. But the teams that grow through it instead of fall apart? They’re led by people who say, “That’s on me. Let’s fix it together.”

And when you find that person? Don’t let them go.

8.   Cultural Fit Can Make or Break It

Let’s take a moment to talk about something that might sound like a soft skill—but in reality, it can make or break your entire business: cultural fit.

Now, I know when some people hear the term “culture fit,” they assume it means hiring people who look like them, think like them, talk like them, or agree with them all the time. But let me be clear—that’s not what we’re talking about here. True culture fit isn’t about building a room full of clones. It’s about bringing together people who share your values, not necessarily your personality or background.

It’s about finding people who align with the heartbeat of your business.

Let me give you an example. Imagine your company values radical transparency. You believe in honest communication, even when it’s hard. You give feedback directly. You talk about money, performance, and goals openly. That’s your culture—it’s how you do things. Now let’s say you hire a manager who’s brilliant on paper. MBA. Years of experience. Great interview. But this person believes in keeping everything close to the chest. They don’t share much. They don’t open up to the team. They avoid hard conversations and hope problems go away quietly.

What do you think happens?

Even if their skillset is top-tier, they’re going to cause friction—friction that slows down trust, stalls growth, and makes your team uncomfortable. It’s like putting a puzzle piece from a different box into the middle of your masterpiece. It technically fits, but it ruins the picture.

Now let’s flip that around.

Say your culture thrives on speed and action. You’re a scrappy startup, and your team values getting things done fast. You ship imperfectly and iterate. You celebrate people who take initiative. But the person you hire is used to triple-checking every detail, moving slow, and avoiding mistakes at all costs. Again, you’ve got friction. Not because they’re bad—but because they’re not aligned with the way your company breathes.

Culture misalignment isn’t just uncomfortable—it’s toxic over time. It leads to frustration, miscommunication, resentment, and worst of all—attrition. The team starts to feel like leadership doesn’t “get it.” Morale drops. Gossip rises. Silos form. And suddenly, you’re not running the same company you started.

So how do you get it right?

You go into the hiring process knowing exactly what your culture is.

What do you stand for?

What kind of behavior do you reward?

What does “winning” look like in your world?

Is it collaboration? Is it risk-taking? Is it service? Is it results?

And then you bake those values right into your interview process.

Don’t just ask candidates about KPIs or experience. Ask them about how they work. How they handle stress. How they celebrate wins. How they treat people when nobody’s watching. One of my favorite interview questions is:

“Tell me about a time you had to have a hard conversation at work. How did you approach it, and what was the outcome?”

You’ll learn more from that answer than you ever will from a resume.

Another great one:

“What kind of team culture brings out the best in you?”

Their answer will either light up with alignment—or reveal a disconnect.

And here’s the thing—when you do find someone who aligns with your values? Someone who believes in your mission, carries your energy, and amplifies your vibe? That’s rocket fuel. Culture-fit managers don’t just joinyour vision—they expand it. They mentor others to carry it forward. They attract talent that resonates with it. They create a culture of belonging where people feel safe, seen, and fired up to do their best work.

And that, my friend, is the secret to sustainable growth.

Because the longer you’re in business, the more you realize: strategy matters. Systems matter. Execution matters. But culture? Culture is the glue that holds it all together. Without it, you’re just a bunch of people doing tasks. With it, you’re a team with a pulse.

So don’t settle for hiring someone who looks good on paper but doesn’t feel right in your gut. Don’t ignore those quiet red flags during interviews. Don’t compromise your company’s soul for someone’s skills.

Because you can train for tasks.

You can coach for performance.

But you can’t force someone to care about the same things you do.

When you hire for culture fit, you’re not just building a staff—you’re building a tribe. You’re building a movement. You’re creating a workplace where people want to be, where values are lived out loud, and where every new hire adds more life to the mission you’re on.

And when you find that right manager? The one who gets it, lives it, and leads it?

You don’t just get performance.

You get alignment.

You get momentum.

You get magic.

Conclusion

So there you have it.

We’ve walked through what it really means to hire a manager—not just someone who can run a shift or approve a timesheet, but someone who can lead human beings, shape culture, and make your business bettersimply by the way they show up every single day.

And if you’ve been listening closely, you’ve probably noticed something important: none of what we talked about today came down to having the fanciest résumé, the most impressive degree, or the most years logged in a corporate office. No, the kind of leader your business needs—the kind who makes teams stronger and people proud to work where they do—is someone with character, not just credentials.

It’s someone who leads through influence, not control. Someone who can communicate clearly, even in the heat of conflict. Someone who brings emotional intelligence into the breakroom, the team huddle, and the tough conversations. Someone who doesn’t just manage tasks—but coaches people. Who sees your business not just as a job to do, but as a mission to serve. And someone who holds themselves accountable, not because you tell them to—but because they already expect it from themselves.

The right manager is someone who fits your culture, believes in your values, and is committed to growing alongside your company—not above it. And here’s the beautiful thing about all this: once you learn how to spot these qualities, it changes how you hire forever. It changes how you lead. It changes what you reward. Because you start looking not just for people who can “do the job”—you start looking for people who can build something with you.

So if you’re in the hiring process right now, or you’re about to be—take your time. Ask the deeper questions. Trust your gut. And don’t be afraid to pass on the person who looks great on paper but doesn’t align with who you’re becoming as a company. Your team deserves more than that. You deserve more than that.

And if you’ve already made a hire that’s not working? Don’t beat yourself up. Hiring is hard. Leadership is learned. But now you know what to look for—and you have every tool you need to turn things around.

Let me leave you with this:

Great businesses are not built on great products alone. They’re built on great people. And the most critical hire you’ll ever make… is the one who leads them.

So be intentional. Be thorough. Be bold. And above all—be clear about the kind of leader you want your team to become… because the person you put in charge? That’s who they’ll follow.

I hope today’s episode gave you some clarity, confidence, and conviction to go out and make the right hire.

And if you found value in this conversation, I’d love for you to share this episode with a fellow business owner who might be navigating the same challenge. It could be the exact message they need to hear today.

You can also leave us a review—it helps others find this podcast and tells the algorithm that we’re doing something that matters. And if you haven’t already, subscribe to Startup Business 101 so you never miss a conversation that helps you grow, lead, and build your dream the right way.

Until next time—I’m John Reyes, reminding you that great businesses are built one brave decision at a time.

Be relentless. Be kind. And keep leading forward.

Startup Business 101

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