Why the Heart Matters
I’ve read countless blogs, newsletters, white papers, and books about how to hire the right people. Some provided great insights, others were trivial, and many were outright meaningless. That’s why I encourage every professional to approach hiring advice with a healthy dose of skepticism.
As my retired pastor, J. Larry Holland, once said, “An expert is anyone who lives more than 50 miles away.” Just because something is written doesn’t mean its gospel.
The Rise of Skills-Based Hiring
The growing trend today is skills-based hiring. This model emphasizes competencies over credentials, shifting the focus from traditional markers of experience—like degrees, years in the industry, and job titles—to what a person can do. Some companies now rely on skills assessments and work samples to evaluate ability, recognizing that transferable technical and soft skills can be just as valuable as direct industry experience.
But is this really something new?
For years, forward thinking organizations have used assessments as a data point. Many hiring managers have understood that experience alone does not make a candidate successful. While someone may check all the boxes in terms of skills, their true impact in an organization comes from something deeper—their mindset, values, and how they interact with others.
Skills vs. Character: What Matters Most?
Imagine two candidates applying for the same role. One has a flawless résumé, extensive technical skills, and years of experience. The other has slightly less experience but demonstrates humility, integrity, resilience, and a genuine desire to contribute. Which one will ultimately be more successful?
The answer isn’t always obvious at first glance, but time and experience have proven that a person’s heart often outweighs their briefcase. Skills can be taught, but character and values are much harder to shape.
The Case for Heart-Based Hiring
While skills and competencies are important, they should never be the sole deciding factors when selecting the right person for a role. Instead, hiring should also consider who the person is at their core—their motivations, integrity, ability to work with others, and commitment to the organization’s mission.
A Scriptural Lesson on the Heart
The Bible offers timeless wisdom on selection, which remains just as relevant today as it was thousands of years ago.
1 Samuel 16:7: God Looks at the Heart
When the prophet Samuel was sent to Jesse’s home to anoint the next king of Israel, he assumed Jesse’s eldest son, Eliab, was the obvious choice based on his appearance. Eliab was tall, handsome, and carried himself with confidence, he looked the part of a king.
But God corrected Samuel…. “The Lord does not look at the things people look at. People look at the outward appearance, but the Lord looks at the heart.” — 1 Samuel 16:7
David, the youngest and least likely candidate, wasn’t even present for the initial evaluation. Even his own father didn’t consider him worthy of the role. Jesse had to send for David, who was tending sheep in the fields.
Why Did God Choose David?
It wasn’t because of his experience, education, family lineage, or qualifications—he was only 15 years old. David was chosen because of his heart. Many have heard the phrase “David was a man after God’s own heart” because he was quick to repent and seek righteousness. Outside of Jesus, King David is the most referenced name in the Bible.
The heart is the secret place where thoughts, attitudes, motives, and opinions turn into behavior. In short, the heart shapes how we view and treat others, which ultimately defines individual character.
Scriptural Support for the Power of the Heart
Mark 7:21-22 (NIV): “For it is from within, out of a person’s heart, that evil thoughts come—sexual immorality, theft, murder, adultery, greed, malice, deceit, lewdness, envy, slander, arrogance, and folly.”
Proverbs 4:23 (NIV): “Above all else, guard your heart, for everything you do flows from it.”
A Real-World Example: Leading with the Heart
Years ago, I was tasked with hiring a high-level manufacturing leader to turn around a struggling plant. I interviewed over 50 candidates and presented four finalists. One of them was Wilbur, who was ultimately hired.
Wilbur believed that a great leader doesn’t just manage from an office but leads from the floor. He made a habit of walking the plant, engaging with employees, getting to know them, laughing with them, and listening to their ideas. He understood that a well-trained, engaged workforce would always outperform a micromanaged, fearful one.
He set clear expectations and held people accountable—but he did so with fairness and respect. If someone underperformed, he didn’t criticize; he coached. If someone excelled, he didn’t take the credit; he made sure their contributions were recognized, even when the success stemmed from his own ideas.
Because of Wilbur’s leadership, employees felt valued and respected. As a result, the plant didn’t just improve—it thrived.
Final Thoughts: The Right Balance
I’m not saying that technical skills and experience don’t matter. They do. But without the right heart, they will fall short. The best hiring decisions take both competence and character into account.
A company can train an employee in new software, processes, or industry-specific knowledge. But training someone to have integrity, humility, or a servant’s heart? That’s far more difficult.
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