Author: Thomas Burt

Over the past several weeks, the lesson that has resonated most deeply with me is the power of structured behavioral interviews to improve both the fairness and effectiveness of our hiring decisions. Early in the course, we contrasted unstructured conversations where each candidate wanders down a slightly different path with a carefully planned set of questions tied directly to the job’s core competencies. I realized that without structure, it’s all too easy for personal biases or “gut feelings” to influence who gets invited back for the next round.

A structured behavioral interview begins with a rigorous job analysis: identifying the key behaviors, skills, and attitudes that actually predict success in a role. From there, we craft questions that ask candidates to describe concrete examples of those behaviors in action“Tell me about a time you handled a dissatisfied customer”and we pair each question with a clear scoring rubric. This rubric forces interviewers to evaluate every answer against the same criteria, helping us to compare candidates objectively instead of relying on vague impressions.

What makes this approach so important for my future career is twofold. First, it dramatically increases the validity of our selection process: by focusing on past behaviors that closely mirror on the job challenges, we get a better signal of who will actually succeed. Second, it promotes fairness and reduces adverse impact, since every candidate answers the same questions and is judged by the same standards. In my role as a branch manager, I’ve seen firsthand how a single bad hire can ripple through team morale, customer satisfaction, and even regulatory compliance. By committing to structured interviews, I can minimize those risks and build a stronger, more diverse team.

Practically speaking, I now know how to write behavioral questions that map to competencies like problem solving, communication, and resilience. I also understand the importance of training interviewers to apply the rubric consistently to discuss sample answers together, calibrate our ratings, and hold each other accountable. That level of discipline may feel cumbersome at first, but the payoff comes in cheaper turnover, higher performing hires, and a selection process we can confidently defend if challenged.

Structured behavioral interviewing has given me a repeatable, evidence based framework for making smarter hiring decisions. It’s a tool I’ll carry with me throughout my career, ensuring that every person we bring on board is evaluated fairly, thoroughly, and with the best chance of success.

1. What am I good at?
I’m good at building relationships and spotting potential in others. In my role as a branch manager, I’ve learned to read people’s strengths quickly and match them to tasks where they can shine. I’m also good at breaking down complex problems into clear steps whether it’s a financial analysis or a team conflict and guiding people through solutions. Finally, I’ve found that I’m naturally driven to keep learning, which helps me adapt when new challenges come up.

2. What do I value?
I value integrity and open communication above all else both in myself and in the teams I lead. When people know they can trust me, they’re more willing to share ideas, admit mistakes, and take risks that drive growth. I also value continuous growth: I want to keep developing my leadership skills and encourage my team to do the same. Lastly, I value making a positive impact in my community; knowing that our branch supports local businesses or helps someone secure a loan for their first home gives real purpose to my work.

3. How did I get here?
Looking back, I realize that growing up in a single-parent home taught me resilience and resourcefulness at an early age. I started my career in banking on the teller line, and over time I volunteered for stretch assignments that let me learn new parts of the business—everything from lending processes to community outreach. Earning my MBA while working full time forced me to develop strong time-management habits, and that academic experience expanded how I think about strategy. Mentors and leaders who believed in me also opened doors, so I’ve learned firsthand how influential a good manager can be.

4. Where am I going?
Over the next year, I want to keep stretching myself by taking on larger strategic projects like leading digital transformation initiatives at the branch level so I can eventually step into a market director role. I also plan to deepen my expertise in talent development: I hope to design a structured coaching program for high-potential employees so our branch can build a stronger leadership pipeline. Personally, I see myself moving toward a corporate role that focuses on shaping recruitment and development practices across multiple regions. Ultimately, I want to blend my love of strategy, people development, and community impact by helping JPMorgan Chase build teams that thrive in an ever-changing financial landscape.

As a Type 3 with a 2-wing, I’m driven by a need to achieve and be seen as successful, while also wanting to connect and help others. My Social instinct means I focus heavily on how I’m perceived in group settings I’m energized when I can motivate a team or raise the bar for my peers. I naturally tailor my image to fit what I think my audience expects, so I’m polished, adaptable, and quick to shift my approach based on feedback. Under stress, I might overwork myself to prove my worth or prioritize external validation over genuine self-care. At my best, I use my accomplishments to inspire others and build supportive networks, balancing ambition with warmth.
An employer reading these results would see a candidate who’s highly goal-oriented and skilled at setting and meeting ambitious targets. My Achiever core suggests I’ll bring energy and urgency to projects; I’m likely to volunteer for stretch assignments and push my team toward measurable outcomes. The 2-wing adds a people-focus: I’ll celebrate colleagues’ wins, step in to support collaborators, and foster a positive, engaged workplace culture. With a Social instinct, I’m especially attuned to group dynamics and can serve as a bridge between departments or peer cohorts.

However, there are potential blind spots. I may lean too heavily on external feedback, chasing praise rather than staying grounded in intrinsic motivation. In environments that don’t reward visible achievements or where teamwork and process matter more than individual metrics I could struggle to find fulfillment or lose sight of deeper purpose. My tendency to curate my image might also come across as inauthentic if I’m not careful to share vulnerabilities and admit mistakes.

To get the best from me, a manager should pair clear performance goals with regular, honest check-ins that go beyond numbers: asking how I’m feeling and what I need to recharge. Providing opportunities to mentor or recognize others will also keep me engaged, balancing my drive for personal achievement with genuine connection to the team’s success.

If I had to choose between hiring Avery or Jaime, I would probably go with Jaime. While Avery might be amazing when they’re at their best, it sounds like that doesn’t happen very often. As someone who’s managed teams, I’ve learned that consistency matters a lot. I’d rather have someone I can count on every day than someone who might perform great once in a while but slacks off the rest of the time. You need people who show up and do the job well day in and day out that’s how teams stay productive and customers stay happy.

Although I can definitely see a time and place where Avery would be the better fit. For example, in a creative role like a graphic designer or someone who works in advertising, one big idea can make a huge difference. If the job depends on big wins and moments of brilliance, then it might be worth dealing with some inconsistency to get those big results. In that kind of job, Avery’s high potential could really pay off.

But if the job is something like a customer service rep or a bank teller, then Jaime is 100% the right choice. These are jobs where being reliable, patient, and consistent matters more than anything else. Customers expect the same level of service every time, and the team runs better when everyone is steady and dependable.At the end of the day, the right person depends on the role but consistency usually wins in most jobs.

My Brand as a Potential Employee:
My brand as a potential employee centers on leadership, trust, and performance. As a Vice President Multi-Site Branch Manager, I bring a strong record of building high-performing teams, driving results, and creating inclusive, people-first environments. I’m passionate about developing others, leading through change, and setting clear, actionable goals. One of my biggest strengths is my ability to balance strategy with genuine care for my team. A weakness I’m aware of is sometimes taking on too much personally instead of delegating. What makes me unique is my ability to blend strong business results with a leadership style rooted in mentorship, culture-building, and strategic thinking. I don’t just manage teams—I grow them.

Creative Situation Wanted Ad:
If I needed to create a novel situation wanted ad, I would focus on combining storytelling with visuals. I would create a professional but engaging video that highlights my leadership journey—showing moments where I coached teams to success, navigated challenges, and built winning branches. Instead of just listing accomplishments, I would show the “why” behind my leadership style: leading with purpose, integrity, and adaptability.

The video would be shared on LinkedIn, professional networking sites, and industry groups. I would also create a one-page infographic résumé that quickly highlights key achievements and leadership philosophies in a visually appealing way, designed to catch attention at a glance. To increase visibility, I would ask trusted peers and mentors to share it within their networks and target companies known for strong leadership cultures. The goal would be to attract organizations that value people-focused leadership just as much as performance.

Thinking back to when I first applied for the role of Vice President Multi-Site Branch Manager, the job description definitely influenced my decision. It listed responsibilities like leading multiple branches, driving sales, coaching teams, and ensuring operational excellence things that aligned closely with my strengths and what I was looking for next in my career. I appreciated that the posting was clear, goal-oriented, and emphasized leadership and performance, which helped me picture myself in the role right away.

Once I was in the role, I found that the job description was mostly accurate but it didn’t fully capture the day-to-day challenges. The posting talked about leading teams and improving customer experience, but it didn’t mention the intensity of balancing multiple priorities across branches, handling staffing gaps, or the level of influence you need to lead peers who don’t directly report to you. The emotional side of leadership developing people, managing underperformance, and maintaining culture across locations wasn’t highlighted, but became one of the most important parts of the job.

Overall, the job description got me in the door, but the reality of the role pushed me to grow in ways I hadn’t anticipated. It reminded me how critical it is for companies to not only define what needs to be done, but also give candidates a feel for the real challenges they’ll face. That’s something I’ve carried with me when hiring for my own teams making sure expectations are clear and real from day one.

As someone who has built a career in financial services and currently serves as a Vice President Multi-Site Branch Manager, I understand how important trust, ethics, and inclusion are in maintaining a strong reputation both with customers and employees. If I came across a news article reporting that a company I admire was involved in a public lawsuit over widespread discrimination against people from a background I identify with, it would deeply affect how I view that organization.

Initially, it would shake the trust I had in the company’s leadership. In my current role, I’ve seen firsthand how company culture is shaped by leadership, and discrimination especially if it’s systemic usually points to a failure in accountability. As someone who mentors and develops people from all walks of life, I can’t support a company that does not genuinely value diversity or fairness. It’s not just about what’s legally right, but also about creating an environment where all employees feel valued and respected.

If I were a customer of that company, I would likely stop supporting them. My decisions would be guided by my values. Supporting an organization with such issues would feel incompatible with my belief in equity. I would also reconsider applying for a job there in the future, as I would need to feel that the company truly prioritized inclusivity and addressed any systemic issues. For me, culture and values matter more than prestige or opportunity especially when it comes to an organization’s treatment of people.

While hiring the right people is important, I can see why some companies might choose to focus more on areas like marketing or product design instead. After all, if a business doesn’t have a great product or a way to attract customers, there may be no need to hire more people at all. Marketing brings in sales, and product design keeps customers interested both are essential for growth.

One strength of focusing on these areas is that results can come quickly. A strong ad campaign or new product launch can boost revenue fast. In comparison, investing in hiring might not seem as urgent or show immediate results.

That said, there are big risks in not paying attention to recruitment and selection. As we learned in the lecture, hiring the wrong person can cost a lot nwasted time, lost productivity, extra training, and even lower team morale. These mistakes can hurt the business in the long run.

Some companies also struggle with hiring because they don’t have the right tools or enough experience to do it well. But even small steps, like asking better interview questions or improving training, can help without spending too much money.

In the end, hiring may not always seem like the number one priority, but it plays a big role in helping everything else run smoothly. A good balance between hiring, marketing, and product design is often the best approach.

Reflecting on my most recent job application experience applying for a leadership role within my current organization I can clearly see how the hiring process shaped my impression of the role and my motivation to pursue it. As an internal applicant, I was already familiar with the company’s mission and culture, but this was my first time applying for a leadership development program designed to prepare future market directors.

The process was structured and selective, beginning with a detailed application, followed by interviews with both peers and senior leaders. What stood out most was the intentionality behind the interview questions they weren’t just looking for someone who could meet performance metrics, but for someone who aligned with their leadership values, could influence others, and demonstrated potential for growth. This approach made me feel like the organization was serious about identifying the right “who” for the role, echoing the argument in Who that hiring the right people is the most critical decision a company can make.

This experience boosted my desire to be a part of the program. The thoughtful, people-centered hiring process made me feel valued, and I walked away with a stronger sense of purpose and clarity about what success looked like in that role. On the flip side, had the process been vague, rushed, or overly transactional, I might have questioned the role’s alignment with my long-term goals.

Ultimately, the way an organization hires says a lot about its leadership and priorities. My experience confirmed that when companies invest in the “who,” they’re not just filling roles they’re shaping the future.

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