ROLE DESIGN + DELEGATION BUILDER
Most hiring problems are not hiring problems. They are clarity problems. This tool forces you to define the role before you post it, so you build a position around outcomes, not a personality around hope.
The Guiding Principles
30% Lift Required. Every role you build must create measurable improvements in operational and revenue performance. If you cannot articulate the lift this role will produce, you are not ready to hire.
Hire Slow. Fire Fast. Mentor Often. The cost of a bad hire is never just financial. It is cultural, operational, and energetic. Take the time to design the role right before the first resume comes in.
Most founders hire out of desperation, write a job description from memory, post it, and then wonder why the person they hired is not performing the way they imagined. The problem is not the hire. The problem is that the role was never properly designed.
This tool walks you through the full role design process before a single application is reviewed. Character. Values. DISC. Purpose. Responsibilities. Metrics. Milestones. And finally a public-facing job description built from everything you defined.
When you complete this tool, you will have a role designed for performance, a candidate filter that goes beyond credentials, and a job description that attracts the right person and repels the wrong one.
Before you do anything else, name what you are building. Be specific.
Be specific. Revenue, efficiency, time saved, client satisfaction, cost reduction. If you cannot name it, you are not ready to hire.
CHARACTER + VALUES
Skills can be trained. Character cannot. Build your non-negotiable character requirements before you look at a single resume. These are your filters, not your preferences.
These are the traits this leader must have. If a candidate lacks any of these, the interview ends. Examples: calm under pressure, owner-minded, proactive, high follow-through, relationally intelligent.
These values ensure the leader matches your integrated leadership operating style and the brand's mission. Examples: integrity, stewardship, excellence, transparency, accountability.
Who must this person be at their core? These attributes describe the character and operating style of your ideal team member for this role. Pulled from your company values.
Write these as character statements, not job requirements. Examples: Calm under pressure even when problems stack. Excellent communicator who closes loops. Relational but firm, compassionate but clear.
DISC PROFILE
Wiring matters. Different roles require different behavioral tendencies. Define the DISC profile that will thrive in this specific role before you start interviewing. This is not about limiting candidates — it is about clarity.
Summarize the full DISC picture. Example: We want a leader wired as High C, High S, Moderate D, Moderate I — a systems-thinker who is steady under pressure but can make calls and connect with people.
PURPOSE + RESPONSIBILITIES
This is the strategic foundation of the role. Get clear on why it exists before you list what it does. Every responsibility must trace back to the purpose. If it does not, cut it.
Write this as a complete declaration. What does this role exist to do for the organization?
Name the real strategic need. What specific problem, bottleneck, or opportunity created the requirement for this position?
List the top 5-7 responsibilities this role will own. Write them as outcomes, not tasks. Not "attend meetings" but "lead weekly team meetings that produce clear decisions and accountabilities."
What experience, skills, or background does this role require? What would be a plus but is not required?
State it as high value and instrumental. Give the role meaning. This is what you will tell the right candidate and why they will say yes.
SUCCESS METRICS
Clarity over creativity. Tied to the P&L and performance. If you cannot measure it, you cannot manage it, and you cannot hold anyone accountable for it. Every metric must be visible, tangible, and not a wish.
The MIN is not a dashboard of 12 KPIs. It is one number. The one that moves everything else from this role's position.
List 3 key performance indicators that tie directly to financial performance for this role. Each must be visible, measurable, and owned by this role.
Three culture KPIs that show this role is operating in alignment with your values. These must be tangible and observable — not abstract feelings.
Describe what a fully successful person in this role looks like at the end of Year 1. Specific. Measurable. Not aspirational language — actual outcomes.
List 5-7 specific, measurable outcomes. Use real numbers and targets where possible.
ROLE MILESTONES
Great hires do not succeed by accident. They succeed because the path is clear. Define what success looks like at 30, 90, 180, and 365 days before your first interview. This becomes the onboarding roadmap and the performance contract.
What must be true by Day 30? Focus on orientation, relationship building, and system understanding.
What must be true by Day 90? Focus on ownership, early wins, and demonstrated competency.
What must be true by Year 1? Focus on full performance, KPI achievement, and team impact.
What must be true by Day 180? The midpoint. Should show clear momentum and cultural integration.
JOB DESCRIPTION BUILDER
This is the public-facing output of everything you designed above. A great job description attracts the right person and repels the wrong one. It is not a laundry list of tasks — it is a declaration of who you are and what you need.
Write this as your brand story — values-driven, mission-focused, honest. This is where the right candidate decides whether they want to keep reading.
Pull from your Responsibilities section. Write these as ownership statements, not task lists.
Specific and measurable. Pull from your Success Metrics section. This is your accountability contract stated publicly.