This is how I've been hiring in the last 3 years: I created a business by myself. As business grows, my goal is 1) to amplify and multiply my skills, which made

This is how I've been hiring in the last 3 years: I created a business by myself. As business grows, my goal is 1) to amplify and multiply my skills, which made this business possible. That way I can delegate work, be in many places at once and do things faster and better. 2) to patch and overcome my flaws, which I'm self-conscious enough to know, and fear that they could hurt business. So when I look through resumes and interview people, I look for signals that tell me this person can (or has the potential to) either emulate my most demanded virtues, or provide wished-for aptitudes onboard. So, if I read a resume with spelling mistakes, I think "I would never allow me to be this sloppy" -- I think it sends a message of carelessness that may put in question the quality of the work being done -- and I throw the resume away. On the other hand, when I meet a person that shows me a code sample with a well-organized and thoroughly commented api class hierarchy, I think "I wish I was like that!" -- and that's a keeper. Hence I don't agree with the article when it says to "ignore little theories". Since I believe there's no universally-accepted, truly objective way to effectively spot strangers that will make your enterprise succeed, I choose to clone myself: me who is undeniably the right person for the job, otherwise this company would never launched in the first place. Then, bit-by-bit, I "genetically engineer" the selection process to create this better super-self (the team) that will take us to the next level.