The Situation
When I first sat down with the owners of a family-owned commercial refrigeration company, they were at a crossroads. The husband-and-wife team was ready to retire, but they didn’t have anyone in place to carry the business forward.
They had great people “in the field,” but no one with the leadership capability to manage the overall operation. In their words, they felt like they were starting from scratch in the search for a Business Manager.
This wasn’t just about finding someone to do the job. It was about finding someone who could step into the shoes of an owner — balancing innovation with respect for tradition, taking control without alienating long-time employees, and moving the business forward without losing what had made it successful.
The Process
We started with a Job Benchmarking session to define exactly what the Business Manager role required. Together, we created Key Accountabilities (similar to KPI’s) that spelled out not just responsibilities, but the measurable outcomes this hire would need to achieve.
When the TriMetrix™ Job Benchmark results came back, the top skills stood out clearly:
- Leadership
- Problem Solving
- Self-Management
- Planning/Organizing
- Personal Accountability
- Decision-Making Ability
- Goal Achievement
But as always, it wasn’t just about skills. The benchmark also revealed the type of individual who would thrive in this company’s traditional, family-oriented culture.
This role required someone who could step in and lead, but also respect “the way things have always been done.” It was about striking a balance between taking charge and honoring the owners’ legacy.
Crafting the Job Post
Instead of writing a generic ad, we crafted a unique Job Post that reflected both the benchmark and the culture. It spoke directly to the right kind of candidate — and, just as importantly, it repelled the wrong ones.
Here’s a portion of the Job Post we created:
THE JOB POST:
Looking for a dynamic (but not slick), confident (but not arrogant), educated (but no MBA required) and experienced (but not set-in-their-ways) person to take over the day-to-day operations of a family-owned, thriving service-based business.
You will oversee Operations, Service, Sales and Finance and balance big-picture, strategic thinking with tactical execution. Balance taking charge with answering to and working with the owners.
Finally, balance leading the admin and service staff and holding them accountable without causing a mutiny.
…
We knew we hit the mark when a candidate responded:
“I was online looking for a job for my son when I came across your ad. I am recently retired and not really looking for work but I feel like your ad was written for me. I’m intrigued…”
That’s when we knew we had something special.
Screening the Right Way
Every candidate who applied had to complete a Self-Administered Interview Guide — a time-consuming step that served as a natural “tripwire.” Only about 30% of applicants followed through, which told us who was serious.
One candidate even dismissed it, saying:
“All this information can be found on my resume.”
No, it couldn’t — and that attitude immediately ruled him out.
From there, we brought in five candidates for initial interviews, had three complete the TriMetrix assessment, and ultimately narrowed it down to two strong fits.
But one stood out above the rest.
The Perfect Fit (DISC + Motivators)
Here’s what the TriMetrix revealed about the candidate who became the hire:
DISC Profile
- High D (79): Decisive, results-driven, able to take control.
- High C (61): Structured, detail-oriented, process-driven.
- Lower I and S: Not overly concerned with pleasing everyone or avoiding conflict — he’d make tough calls when needed.
- Adapted Style: Showed flexibility to bring up Influence and Steadiness when working with others — meaning he could balance his natural drive with people-skills when the situation required it.
Motivators
- Utilitarian (83): ROI-focused — cares about results, efficiency, and profitability.
- Theoretical (78): Loves learning and problem-solving, ideal for mastering all areas of a business quickly.
- Individualistic (52): Comfortable in leadership and decision-making without being ego-driven.
- Low Traditional (23): Not rigid — open to better ways of doing things, while his DISC style kept him respectful of structure.
In short: his behaviors and motivators aligned beautifully with what the owners needed — someone who could step in, lead confidently, and respect the company’s culture.
The Client’s Reaction
The owners summed it up perfectly:
“I couldn’t believe we found someone who was so much like me in attitude, leadership philosophy, even behavioral style. And because he was the first person we interviewed, we kept interviewing just to be sure but knew in our gut we had found our guy.”
And they were right. This Business Manager became the bridge between the retiring owners and the next chapter of the company.
💡 The Takeaway
Sometimes, the “perfect” candidate isn’t the flashiest resume or the slickest interview. It’s the one whose style, drivers, and mindset fit the role and the culture.
That’s what TriMetrix uncovers — the deeper alignment that makes the difference between a good hire and the perfect hire.
👉 Want to see how TriMetrix can help you find your “perfect” hire? Book a call with us.
