09/03/2026
Hiring decisions often look straightforward on the surface. The capability is there, the experience makes sense, and the energy in the conversation feels aligned. In many situations it would be easy to move forward quickly and assume the rest will work itself out once the work begins.
During a recent conversation with a developer about joining our business, something more interesting happened. As we discussed how the role would operate, it became clear that what we meant by autonomy and what the developer meant by autonomy were slightly different. Neither interpretation was wrong, but they implied very different ways of working once momentum started to build.
When we looked at the behavioural profile pattern behind the conversation, the chart showed a strong Align driver with a Steadyhand profile supported by an Organiser tendency. In simple terms, clarity and structure were likely to create movement, while vague expectations would slow things down.
Instead of assuming alignment and fixing problems later, we redesigned the role while we were still in the conversation. We clarified ownership boundaries, made communication rhythm visible early, and slowed the commitment slightly so that behavioural alignment could be confirmed before speed entered the picture.
What stood out to me afterwards is that this is where profiling becomes genuinely useful. Most systems focus on the insight people receive about themselves, but the real value appears when behavioural understanding shapes decisions while they are happening.
In the latest edition of The Momentum Game I share the story behind that conversation and why I believe hiring is less about filling a role and more about designing clarity before momentum has the chance to break.
You can read the full issue here. https://www.linkedin.com/pulse/designing-clarity-before-momentum-breaks-daniel-acutt-dgrae/
