Hiring managers often create AI-specific roles thinking it attracts experts. Instead, they should frame job descriptions around the complex problems the business needs to solve. This attracts true problem-solvers who can learn any necessary technology, rather than individuals skilled at keyword optimization.

Don't assume Human Resources owns the solution to role confusion. Modern HR departments are often not trained in organizational design and lack the expertise to address these deep-seated structural problems. The responsibility ultimately falls to senior leadership to define the operating model.

Hiring documents often swing between demanding a "product unicorn" with an impossible mix of skills and a watered-down description so vague it attracts completely unqualified applicants. Both extremes fail to define the role effectively and create noise in the hiring process.

A common scaling mistake is continuing to hire for broad, 'multi-hyphen' roles (e.g., 'sales and retail manager'). As the business grows, these generalist positions dilute focus. Instead, create tighter, more specialized job descriptions to bring clarity and attract hyper-focused candidates.

Founders fail at hiring because they try to replace themselves with a single person who can do everything—a unicorn that doesn't exist. Instead, break down the role into its core functions (e.g., the horn, the horse, the sparkle) and hire multiple, more easily-found specialists to fulfill those distinct needs.

Before writing a job description, create an in-depth scorecard with three components: the role's Mission (its purpose), key Outcomes (measurable results), and Competencies (functional and cultural skills). This forces alignment among stakeholders and clarifies what success looks like before the first interview.

Traditional, long job descriptions create ambiguity. Distilling a role down to the three most critical, non-negotiable tasks clarifies expectations and prevents employees from justifying poor performance in key areas with success in minor ones.

Job descriptions are poor approximations of your actual work. A disconnect between what you do, what your boss thinks you do, and what your team needs creates friction. Proactively discussing and defining the real job with stakeholders is a neutral and highly productive conversation to improve performance and happiness.

Instead of asking employees what they do, map your core business processes (e.g., customer acquisition). Then, assign each step to a person. This bottom-up approach reveals who is truly driving value and who is overburdened, leading to more accurate role definitions based on business impact.