WORK MATTERS

Beyond the Resume: Hiring for Integrity

Great organizations are built on strong values. That’s why leaders strive to create ethical cultures—places where people act with integrity, treat others with respect, and commit to doing right by their colleagues and customers. But this kind of culture doesn’t grow from a mission statement or code of conduct. It begins with the people you hire—and that starts at the interview table.

We often say, “Hire for character, train for skill.” Yet most hiring processes do the opposite. Surveys show that hiring managers spend up to 90% of their time evaluating resumes, degrees, and job experience—asking capability-based questions. Much less time is spent trying to understand who someone is—their values, work ethic, and integrity.

It’s understandable. Skills are easy to spot. You can verify a degree or test software proficiency. But character is harder to measure. And it can feel risky or subjective to ask about a person’s values in a professional setting. But what’s even riskier is hiring someone with the wrong character—and discovering too late that their presence undermines your team’s trust or morale.

The Problem with Only Hiring for Skill

Here’s the truth: I can teach someone how to use a new software system. I can coach them on public speaking or walk them through our policies. But I cannot teach someone to be honest. I can’t train a person to be gracious under pressure or to care about doing what’s right when no one is watching. Those qualities—the marks of a trustworthy teammate—are usually forged long before someone enters your applicant pool.

Inability is easier to fix than dishonesty. A lack of skill may slow down your team; a lack of integrity can destroy it.

Yet if we rarely ask character-based questions in interviews, how can we expect to hire people who reflect our values?

Character Makes the Difference

There’s often a disconnect between how we hire and what we value on the job. Employers may focus on degrees, industry knowledge, and hard skills—but the qualities that often add the most value once someone is hired are things like work ethic, initiative, dependability, and truthfulness. These are character traits.

And they show up in the little things: how someone treats a receptionist, whether they take ownership of mistakes, how they respond to change or pressure, or how they talk about past colleagues. But these signals are easy to miss if your questions are only about accomplishments.

How to Hire for Character

So how do you make character part of the hiring process?

Start by including intentional questions in your interviews. You’re not trying to invade someone’s privacy—but rather to understand their values and approach to life and work. For example:

“Tell me about a time you had to deliver bad news to a manager.” This reveals communication style, honesty, and emotional intelligence.

“What would you do if your best friend at work was doing something unethical?” This explores their moral compass and boundaries.

“Tell me about a time you were asked to compromise your integrity.” Their answer can uncover how they handle real-world ethical dilemmas.

“Who are your role models and why?” This provides insight into the qualities they admire and aspire to.

“What are your three core values, and how do they influence your work?” A simple but powerful way to gauge self-awareness and alignment with your culture.

Beyond the interview itself, there are practical steps to better assess integrity. Verify educational credentials and confirm experience claims. When contacting references, ask them to suggest two others who can speak to the candidate’s character. For roles involving sensitive information or financial access, consider a background check. And finally, observe how candidates interact with everyone they meet—not just the hiring manager. The way they treat administrative staff or potential teammates can speak volumes.

Hiring is Culture-Shaping

Every hiring decision shapes your culture. When you prioritize character, you send a clear message: integrity matters here. You create a workplace where trust is the norm—and trust is the foundation of great teamwork, innovation, and long-term success.

Of course, we still need to ensure candidates have the skills to do the job. But don’t stop there. Ask the deeper questions. Because the right hire isn’t just someone who can do the work—it’s someone who will do it well, with honesty, reliability, and heart.

That’s how you build a great organization—one good person at a time.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas. 

As we prepare for March Madness to captivate basketball fans nationwide, it’s an ideal moment to reflect on the wisdom of Coach John Wooden, often hailed as one of the greatest coaches in American sports history. Wooden, who steered UCLA to ten NCAA championships in twelve years (1964-75), was more than a basketball strategist—he was a gifted teacher whose principles of character, preparation, and teamwork remain a timeless playbook for leaders in any field.

Character as the Foundation
Wooden famously said, “Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.” In today’s business landscape, where ethical missteps can quickly erode public trust, his emphasis on character resonates powerfully.

Character-driven leadership centers on integrity, consistency, and doing the right thing—even when no one is watching. Leaders who embody these traits inspire loyalty and foster a culture of respect. Wooden’s approach reminds us that true success comes from an unwavering commitment to core values. When crises arise, those who prioritize character can guide their teams through turbulence with confidence, knowing that short-term setbacks won’t compromise their integrity.

Preparation Is Key
Wooden’s meticulous focus on preparation was legendary. He even taught his players how best to lace their shoes to prevent blisters, illustrating that details can make or break performance. As he put it, “Failing to prepare is preparing to fail,” a principle that applies as much in the boardroom as on the hardwood.

For business leaders, preparation means studying market trends, anticipating potential roadblocks, and equipping teams with the resources and skills they need. By championing continuous improvement and open communication, leaders encourage employees to refine processes and remain vigilant against complacency. Whether pitching a new product or entering a new market, thorough preparation builds confidence and resilience, helping teams excel under pressure.

Shared Goals, Shared Success
Perhaps Wooden’s most enduring legacy is his focus on teamwork. He defined a team as a group of individuals working together toward a common goal, valuing the contributions of each member. “It is amazing how much can be accomplished if no one cares who gets the credit,” he often said. In business, this ethos underscores how innovation and problem-solving flourish when ego takes a back seat to achieving shared goals.

Teamwork, however, doesn’t happen spontaneously—it’s cultivated through trust, clear communication, and a shared sense of purpose. Leaders who emulate Wooden create environments where collaboration thrives, and every idea is heard. He also recognized the power of individual strengths: players weren’t asked to mirror each other but to integrate their unique abilities into the team’s broader objectives. Business leaders can apply this lesson by acknowledging employees’ talents, offering them ownership over their roles, and aligning their personal growth with organizational goals.

Wooden also championed servant leadership—putting the team’s needs before personal ambition. Business leaders who adopt this mindset see stronger engagement, as people feel supported and motivated to go the extra mile. This culture of respect and shared responsibility fuels both performance and satisfaction.

Building Your Pyramid of Success
One of Wooden’s most influential contributions is his “Pyramid of Success,” which outlines 15 building blocks for true achievement. At its base lie traits such as industriousness and enthusiasm, while at its pinnacle sits competitive greatness—the capacity to perform at your highest level under the greatest pressure.

Each block—from loyalty and cooperation to poise and self-control—represents a trait that leaders can intentionally develop. The Pyramid underscores that success isn’t a single event but the culmination of steady, disciplined effort across multiple aspects of character development. Leaders can draw on this framework to guide both personal development and organizational strategy, focusing on the values and processes that yield long-term, sustainable results.

The Final Buzzer
Regardless of how your March Madness bracket shakes out, we can all take a page from Wooden’s playbook. He taught that true success is measured by the effort, values, and relationships we forge, not just by trophies or accolades. As Wooden put it, “Success is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to become the best of which you are capable.” It’s a lesson that transcends the basketball court and resonates in every sphere of leadership—long after the final buzzer sounds.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas. 

The Enduring Value of Integrity

Each semester, I begin my business ethics course with a story about Samuel from the Old Testament. At first glance, it might seem like an unusual choice to introduce a discussion of ethics in modern business practices. A religious leader from 3,000 years ago—what could he possibly teach us today?

For those unfamiliar, Samuel was the last of the judges of Israel, a leader who guided his people during a tumultuous time. Ironically, he was also the best of them, standing out in stark contrast to the often-disappointing judges who preceded him. Despite his wisdom and integrity, the people of Israel demanded a king to lead them, so that they could be like other nations. Samuel warned them they would regret this choice, but God granted their request, and it was Samuel who anointed both Saul and later David as kings.

Samuel’s farewell address to the nation is a powerful testament to the role integrity played in his leadership:

"Here I stand. Testify against me in the presence of the LORD and his anointed. Whose ox have I taken? Whose donkey have I taken? Whom have I cheated? Whom have I oppressed? From whose hand have I accepted a bribe to make me shut my eyes? If I have done any of these, I will make it right."

“You have not cheated or oppressed us,” they replied. “You have not taken anything from anyone’s hand.” (1 Samuel 12:3-4 NIV)

It’s remarkable: a leader at the end of a long career, asking his people if he had ever wronged them or abused his authority—and their unanimous reply was essentially, “No, you have led us with honor and integrity.”

Samuel stands out in a world where shortcuts, scandals, and self-interest often dominate. He remains a model of integrity.

The Meaning of Integrity

In class, I ask my students to reflect on that word: integrity. What does it mean to them?

Some say it’s about truthfulness or honesty. Others speak of character, authenticity, or consistency. A popular answer is, “Doing the right thing when no one is looking.”

The word itself comes from the Latin integer, meaning whole or complete. Integrity involves being undivided, consistent, and authentic. For a person of integrity, their words and actions on Monday are the same as on Sunday. They treat others with respect, regardless of status or influence. Their actions align with their stated values. 

When we think about leading others, we often immediately jump to what needs to be done. To be sure, much of being a leader is about deciding, communicating, and doing. But it’s important for leaders to reflect on the kind of person they want to be. The kind of reputation they want for themselves and their businesses. Our values shape our decisions, and our decisions shape our character and reputation.

Who’s Your Samuel?

Think about your own life. Who has been a model of integrity for you? When you hear the word “integrity,” who, in your life, comes to mind?

Perhaps it’s your parents, who made great sacrifices to ensure your success. Maybe it’s a steadfast grandparent who lived a life of quiet service. You might think of an unforgettable teacher who believed in you, a coach who guided and pushed you, or a youth group leader who showed you the way. It could be a friend who has stood by you through life’s ups and downs or a coworker who embodies honesty and dependability.

These people are our Samuels—guiding lights of integrity whose lives inspire us to be better.

Application

To sum up this discussion, I ask students this question (rhetorically): Are you living a life of integrity?

This is a question we should ask ourselves regularly, not out of guilt but as a guide. Integrity isn’t about perfection; it’s about striving to align our actions with our values, to live consistently and authentically, even when it’s inconvenient or difficult. For business, this means aligning strategies, leadership practices, and stakeholder interactions with a set of core values, creating a unified, ethical corporate culture.

In the end, integrity isn’t just about how others see us—it’s about who we see when we look in the mirror. And when we live with integrity, we become the kind of people others can look to as their Samuels—models of honor and character in a world that desperately needs them.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas. 

Making Plans That Stick in the New Year

Every January, millions of us resolve to improve our lives. We promise ourselves we’ll get fit, save more money, or finally tackle that big project at work. Yet, despite our good intentions and high hopes, most New Year’s resolutions don’t survive the month. Studies show that only 9 percent of people successfully keep their resolutions, while 23 percent abandon them within just one week.

Why do so many of us falter? The problem isn’t the intention—it’s the approach. There are some lessons for us, found in business, which can help guide our planning and execution. Whether you’re a business leader setting strategic goals or an individual aiming for personal growth, the key to lasting success lies in creating plans that are realistic, meaningful, and actionable. Let’s explore how to set yourself up for success in the coming year.

The Resolution Trap

Most resolutions fail because the stated goals are too vague, or overly ambitious, and lack a clear plan for execution. Consider a common resolution: “I want to get healthy.” While the goal is admirable, it lacks specificity. What does “healthy” mean? Is it losing weight, exercising more, or eating better? Without clear parameters and goals, it’s hard to measure progress or know where to start.

Similarly, business leaders might set lofty goals like “Increase market share” or “Improve team productivity.” These aspirations sound great, but without actionable steps, they remain little more than wishful thinking. As management guru Peter Drucker famously said, “What gets measured gets managed.”

Make Goals SMART

A better approach is to use the SMART framework: goals should be Specific, Measurable, Achievable, Relevant, and Time-bound. Let’s revisit the “I want to get healthy” example. A SMART version might be: “I will walk 10,000 steps a day, five days a week, for the next three months.” Note that the goal needs to be Achievable. This means realistic. If your current step count is 3,000 on a good day, such a lofty goal may consistently be out of reach and lead to frustration. The point is our success in goal setting and planning is to challenge and motivate ourselves while meeting all five aspects of the SMART framework. 

For businesses, a vague goal like “Improve team productivity” could become: “Reduce project completion times by 15 percent within the first quarter by implementing new project management software.” SMART goals provide a roadmap, with actionable steps, making it easier to track progress and stay motivated.

Build Habits, Not Just Goals

Studies show that habit formation is critical to achieving long-term goals. While setting goals gives us direction, developing habits creates the foundation for sustainable change. This is true for resolutions and business objectives alike.

For individuals, this might mean focusing on small, repeatable actions that align with larger goals. If your aim is to eat healthier, start by packing a lunch instead of eating out twice a week. For business leaders, consider integrating daily or weekly practices into your routine—like regular team check-ins or reviewing performance metrics every Friday.

James Clear, author of Atomic Habits, writes, “You do not rise to the level of your goals. You fall to the level of your systems.” In other words, success is less about the end result and more about the process you create to get there.

Stay Accountable

Accountability is a powerful tool for making plans stick. When you involve someone else in your goals—whether through regular check-ins or shared commitments—you significantly increase your likelihood of staying on track. An accountability partner not only provides encouragement but also helps you remain focused and committed to achieving your objectives.

For personal goals, share your plans with a friend or family member who can support and encourage you. For business goals, establish accountability within your team. Regular progress updates and transparent communication can keep everyone focused and aligned.

Celebrate Progress

One of the biggest mistakes people make is waiting until they achieve their ultimate goal to celebrate. Small wins are powerful motivators. Recognizing milestones—no matter how small—reinforces positive behavior and builds momentum.

For example, if you’re training for a marathon, celebrate when you hit your first five-mile run. In the workplace, acknowledge incremental achievements, like completing a training program or landing a new client. As noted in the Harvard Business Review, “the progress principle” emphasizes that even small, everyday achievements are among the most powerful drivers of motivation.

Looking Ahead

As we enter a new year (it’s not too late!), consider taking a thoughtful and strategic approach to your plans. Reflect on what truly matters to you, set SMART goals, build sustainable habits, and create accountability systems. Whether you’re striving for personal growth or organizational success, the principles are the same: clarity, consistency, and commitment.

Remember John Maxwell’s wise words: “Dreams don’t work unless you do.” With the right mindset and tools, 2025 can be the year your plans don’t just survive but thrive.

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Mark Peacock serves as MBA Director and Associate Professor of Business at Texas Lutheran University in Seguin, Texas.