How Google’s Rule of Four Can Streamline and Improve Executive Searches

You’re adding an executive to your leadership team.

 

You’ve done your homework and identified some hopeful candidates. 


Now it’s time to identify a candidate who is a good fit for the role and culture, so it's important that all hopefuls meet with as many people in your organization as possible. 


Right?

 

Well…not necessarily.

 

Considering the historically tight labor market, finding an edge over your competition today means being more thoughtful about the design of your recruiting process. If you want to streamline your interview and selection process while increasing your odds of a successful outcome, keep reading.

 

What follows are interview tips and best practices to help you identify the right candidates, determine the optimal number of interviewers, and ensure a candidate experience that pays off with a timely hire.


The Law of Diminishing Returns: Why Less is More


Most people are familiar with the law of diminishing returns. It’s an economic principle stating that there is a point at which adding additional units of input (such as labor or capital) will no longer result in a proportional increase in output.


The law of diminishing returns reminds us that there is value in moderation and that more doesn't always mean better.


If you're struggling to fill roles with ideal candidates, applying this concept to your current interviewing practices will help spur results. Having too many people from your organization involved in the interview process can lead to indecision based on varying opinions of the interview team and candidates withdrawing due to the extended process.


Improve Search Outcomes with the Google Rule of Four


At some point, Google noticed that when it comes to getting the best talent on board, it’s incredibly important to move quickly and efficiently. That's why Google decided to implement the "Rule of Four" for most of its interviews. 


The rule simply states that a maximum of four people should be involved in the interview process. This rule was based on Google analyzing their historical hiring data showing that the success rate of a hire when having four people on the interview team was almost identical to those with more people in 95% of cases.


The Rule of Four is a simple but effective way to streamline the interview process and make better hiring decisions faster.


If we follow the lead of the interview process at Google, having an efficient interview structure not only maintains the success rate of hires, but can also provide a more positive candidate experience resulting in an improved acceptance rate.


When it comes to executive-level positions, this philosophy takes on even greater importance. The executive hiring and recruiting process is notoriously lengthy and complicated, often taking months or even years to complete — a result of having too many cooks in the kitchen.

 

However, research has shown that adding more people to the interview team lengthens the entire process and does not necessarily result in better hires. A shorter interview process, with a small team, is often more effective in identifying top candidates.


Additional Drawbacks of a Lengthy Hiring Process


Loss of time. The more people you have involved in the hiring process, the more you’ll compete with too many calendars, and it becomes difficult to schedule interviews. This will greatly increase the time it takes to fill a position.


Reduced productivity. For each current employee spending time interviewing, productivity of their regular job duties goes down.

Candidate exhaustion. With a slow hiring process, candidates assume they are not wanted and that their background is not valued. They are most likely to lose interest and look elsewhere.


Other opportunities. Google's head of HR has said that "the best people don't wait." A quicker hiring process means you’re not losing your best candidates to other opportunities.


Executive Hiring Best Practices: Streamline and Simplify


Instead of spending time on countless interviews conducted by too many people, consider these steps to streamline your interview process. With fewer people involved and a solid plan, you’ll eliminate bias, get more accurate feedback post-interview, and decide that everyone on your team can agree with.


Structuring Executive Interviews for an Optimal Outcome


Step 1: Build a Small but Mighty Team


The first step to streamlining your executive interview process is to build a small but mighty interview team. When it comes to interviewing executives, less is more. And no more than four is ideal. You want to make sure that you have a team of people who are qualified to ask tough questions and evaluate candidates objectively. Typically, the interview team is comprised of the hiring manager, a peer to the role, subject matter experts, and human resources. Having too many people involved in the process can often lead to bias and slow down decision-making.


Step 2: Employ Structured Interviews


The second step to streamlining your interview process is to employ structured interviews. This means that interview questions are developed specifically to assess candidates on the skills needed to be successful in the role. In addition, each candidate should be asked the same set of questions in the same order. This will help you to compare candidates more effectively and eliminate bias.


Step 3: Use a Candidate Scorecard


The third step to streamlining your interview process is to clarify the feedback process. You want to make sure that everyone on your team knows how to give feedback and that there is a system in place for collecting it. Utilizing a Candidate Scorecard is an effective and organized tool used for these purposes. Interviewers provide numerical ratings for each candidate over a variety of predetermined skills or traits needed in the role based on the candidate’s interview responses on the Candidate Scorecard. This will help to ensure that everyone is on the same page and that you are making decisions based on accurate information.


Step 4: Make a Decision


The fourth and final step to streamlining your interview process is to decide. Once you have collected all the information, it’s time to decide. This can be tricky but trusting the process will pay off in spades.


Apply Google’s Rule of Four to Your Next Candidate Search


A streamlined interviewing process will help you avoid any possibility of diminishing returns during your search for your next executive hire. 

180one is Portland’s trusted partner for executive recruitment. We go beyond traditional headhunters simplifying how you hire leaders with a complete range of services — including developing candidate success profiles and scorecards and designing structured interviews and candidate success profiles. We have the tools and resources to help you find the perfect candidate for your next role. We'd be happy to chat. Book a call HERE. 

New Opportunity: Vice President, Aftermarket

By Catherine Landgraf • June 11, 2025
Vice President, Aftermarket ABOUT THE COMPANY Dover’s Vehicle Service Group is the global leader in designing and manufacturing vehicle service, collision and automotive OEM equipment. It is one of the founding companies of Dover Corporation, an eight billion dollar diversified global manufacturer. VSG consists of fifteen leading vehicle lifting brands (Rotary, Forward, Blitz, Ravaglioli, etc.), collision repair (Chief), wheel services, diagnostics (Butler, Rotary, Chief and Ravaglioli) and tier-one automotive brands (WARN Automotive) with operations worldwide, including regional business operation centers and large manufacturing facilities in the U.S., Europe and Asia. ABOUT THE ROLE Responsible for developing and executing the VSG Parts and Service business strategy in the Americas. This is a critical leadership role that requires strategic thinking, operational excellence, and the ability to inspire and motivate cross-functional teams to achieve Aftermarket objectives while exceeding customer expectations. ESSENTIAL DUTIES AND RESPONSIBILITIES Develop and implement a Parts and Service strategy to increase market share and add growth opportunities by leveraging complimentary products to the existing offering’s portfolio. Create a marketing strategy for recommending parts and services to existing customers and an outlet to attract new conquest customers using the Parts and Service area of the business. Partner with internal Supply Chain teams to develop an inventory stocking and replenishment model to ensure business success. Partner with dealers to develop a shared inventory and consumption model with clear visibility of parts supply in addition to developing incentives to drive the right behaviors. Stay current with industry and market trends and apply learnings to the VSG Aftermarket strategy. Create detailed budgets and forecasts, including annual sales and profitability targets to meet business and company financial and growth goals. Track and report internal progress to targets, utilizing technology and automation to reduce errors and administrative burden. Direct and coordinate activities relating to part quotations, including ensuring e-commerce ease of use. Developing innovative techniques for recommending parts and services to customers that generate incremental sales. Appraise existing offerings compared to competitors in terms of price, specifications, and delivery model and recommending changes in sales techniques, process design, or other procedures as necessary to achieve goals. Communicate regularly with internal functional teams including Operations, Service, Training, and Sales to effectively manage and grow and develop the parts and service processes. Motivate and inspire a team to achieve company goals and foster an environment of personal development and leadership growth opportunities. CRITICAL SHORT-TERM OBJECTIVES Develop and implement the Aftermarket structure and business strategy that: Expand parts and service market share. Improve supplier and customer network capabilities. Create higher levels of customer satisfaction and loyalty. Generate growth and expansion of the business into a new segment. Access and align internal resources needed to execute the enhanced Aftermarket business strategy. OVERALL QUALIFICATIONS – Skills and Experience Deep understanding of Parts and Service market in the Americas. Minimum of 10 years of progressive experience with parts and service delivery models. Proven track record of successfully transforming parts and service organizations to improve efficiency, productivity, and profitability. Strong leadership skills with the ability to inspire and motivate cross-functional teams. Excellent analytical and problem-solving skills, with the ability to identify root causes and implement effective corrective actions. Strong communication skills, both written and verbal, with the ability to effectively communicate complex concepts to diverse audiences. Demonstrated ability to work in a fast-paced, dynamic environment and adapt to changing priorities within all levels of the organization. KEY DOVER COMPETENCIES Customer Impact : Creates value for customers addressing known and unknown needs. Knows and understands all aspects of the global market, including: economics (regulatory issues, corporate compliance, etc.), products and services, channels, the customers and their end-markets. Strategic Mindset : Has understanding of global industry or market; creates breakthrough strategies that alter the competitive dynamics in a market, and establishes a series of competitive advantages yielding profitability that exceeds expectations for the organization. Results Driven : Produces results that exceed Dover’s strategic objectives via a combination of planning and implementation, while living the Dover Values. Strong Business Acumen and Sound Judgment : Uses instinct as well as data to accurately assess business situations and industry trends; makes timely, appropriate decisions and implements appropriate plans while living the Dover Values. Winning the Right Way : Operates with High Ethical Standards, Openness and Trust. Conducts him/herself with high ethical standards and fosters a culture in the organization to conduct business aligned with those standards. Builds and Manages Collaborative Relationships : Establishes and nurtures numerous relationships within Dover. Takes action to partner with the communities in which we operate and to be an appropriate corporate citizen. Interested in Learning More? 180one has been engaged by VSG to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Vice President of Sales & Marketing

By Greg Togni • June 10, 2025
Vice President of Sales & Marketing ABOUT THE COMPANY Dover’s Vehicle Service Group (VSG), is the global leader in designing and manufacturing vehicle service, collision and automotive OEM equipment. It is one of the founding companies of Dover Corporation, an eight billion dollar diversified global manufacturer. VSG consists of fifteen leading vehicle lifting brands (Rotary, Forward, Blitz, Ravaglioli etc.), collision repair (Chief), wheel services, diagnostics (Butler, Rotary, Chief and Ravaglioli) and tier-one automotive brands (WARN Automotive) with operations worldwide, including regional business operation centers and large manufacturing facilities in the U.S., Europe and Asia. ABOUT THE POSITION Reporting to the Vice President (VP) & General Manager, VSG NSA , the Vice President (VP) of Sales and Marketing will lead the strategy, development, and execution of all sales and marketing initiatives to drive profitable revenue growth, market share, and brand visibility for VSG, NSA. This position will build, mentor, and manage high-performing teams while working cross-functionally to align business goals and customer needs. The VP will play a key role in shaping the company’s growth strategy and ensuring its leadership position in the market. RESPONSIBILITIES : Sales: Develop plans and strategies for achieving the company’s sales goals. Own the Annual Sales Plan and three-year strategy for driving growth in core business, identified adjacencies, and initiatives. Define sales processes, systems, and infrastructure that drive desired sales outcomes, identify improvements, and provide detailed and accurate sales forecasting. Create a culture of success and ongoing business and goal achievement. Become known as an employer of choice and a customer-facing team that top sales and customer service professionals want to join. Manage customer expectations and serve as the chief customer advocate within the business. Manage key customer relationships and participate in closing strategic opportunities. Travel for in-person meetings with customers and channel partners to foster key relationships. Drive product / services roadmap and definitions with Product Management including corresponding business models and pricing backed by marketplace analysis of customer requirements and competitive offerings/positions. Identify product gaps and improvement opportunities to provide superior, customer focused products. Collaborate with Product Management and cross functional teams to realize products in a cost effective, timely manner. Pursue alternative sales channels and customer segments to expand and leverage penetration of product offerings. Develop sales tools and sales management approaches to maximize effectiveness of direct sales and channel sales forces. Pursue sales force automation (leverage CRM solution) for all field sales personnel to streamline processes, reduce costs, and improve communication. Marketing: Assist in transitioning an internally focused business with strong Brand and Product reputation to that of a customer centric organization focused on delivering broader service and experiences customers will pay for. Develop and lead Voice of the Customer programs and insights, managing and scaling our support teams, and working closely with Product Management, Engineering, Sales, IT, Dover Central functions, and management to continuously improve the customer experience Establish KPIs to measure achievement of objectives across the organization, especially in activation, qualified leads, conversion, NPS and end customer satisfaction. Ensure marketing effectiveness, customer engagement, and conversion. Manage monthly review of promotions, product launches, trade shows, catalog, and digital activation with respective commercial and product leaders. Maintain 18 month rolling view, ensure spend aligns to budget, and track spend to results. Partner with Corp Marketing function to ensure consistent marketing across global Brands, and aligned internal and external communications. CRITICAL OBJECTIVES NEXT 2-3 YEARS Develop and execute VSG’s long-term Sales, Channel, and Customer strategy. Consider existing and new product portfolio, regions, channels within core and non-core business. Evaluate core Sales and Marketing organizations to drive sales and streamline responsibility for VSG team, Partners, and National Rep agencies. Make recommendations and implement a new organization, key talent, and investments. Optimize customer and partner focus to drive growth through most valuable and growable customers. Ensure highly professional account-based sales planning/management occurs with all top customers (weekly, monthly, quarterly). Put in place a predictable sales planning and execution tool that supports business planning and SIOP. Ensure clear metrics and tools are utilized to provide stakeholder clarity. OVERALL QUALIFICATIONS – Skills and Experience Master’s degree in applicable field of study Minimum 10 years experience in related roles supporting premium brands Self-motivated work ethic with a strong sense of urgency Demonstrated transformational leadership experience Extensive experience with leading successful sales and marketing teams Confident presentation and public speaking skills Excellent verbal and written communication skills Ability to build positive relationships at all levels of the organization Strong business acumen; strategic and analytic thinker Ability and willingness to travel KEY DOVER COMPETENCIES: Builds and Manages Collaborative Relationships: Establishes and nurtures numerous relationships within VSG and Dover. Takes action to partner with the communities in which we operate and to be an appropriate corporate citizen. Change Leadership: Aligns an organization and its people to drive for improvement and adopt new, challenging directions. Energizes a whole organization to want to change in the same direction. Influences others in a mature and empowering manner. Motivates and Inspires: Creates an environment that stimulates others to follow. Builds teams that fully use individuals’ capabilities, creating results beyond just the sum of the parts. Self-Awareness and Personal Development: Role models a personal leadership style that includes self-awareness; accepts feedback, understands and maximizes strengths while working to overcome weaknesses. Interested in Learning More? 180one has been engaged by VSG to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

Don’t Get Duped – 5 Red Flags of a Professionally Written Resume

By Greg Togni • June 6, 2025
At 180one, we see A LOT of resumes. Some look like they were typed on a Brother Word Processor 30 years ago, some are 6 pages long, 2 pages long, some have different fonts and sizes of fonts throughout, and then there are third party professionally written resumes - easy to spot, hard to comprehend, and make the reader ask the question – if the candidate can’t write their own resume, what else can’t they do that they said they’ve done? In the high-stakes world of job hunting, a well-polished resume is believed to be the gateway to securing an interview. As a result, many job seekers turn to professional resume writers to boost their chances. While this can be helpful, it can also create inconsistencies and red flags that hiring managers and recruiters quickly learn to recognize. If you're on the hiring side or the job seeking side, here are 5 factors to consider when reviewing or submitting a professionally written resume. 1. Overly Polished or “Corporate” Language One of the most obvious signs is language that sounds more like a press release than a personal statement. Phrases like “forward-thinking professional with a proven track record of leveraging synergistic strategies” may impress at first glance—but they often signal a generic, massaged resume. Why it’s a red flag: Recruiters are increasingly wary of “buzzword bingo.” In fact, a 2022 study by Cultivated Culture found that over 50% of resumes included vague jargon or fluff that made it difficult to identify actual achievements. Many professionally written resumes are filled with generic buzzwords like "results-driven," "synergy," and "dynamic leader." While these terms may sound impressive, they often lack substance and fail to convey meaningful information about a candidate's actual skills or achievements. According to a study by Cultivated Culture, 51% of resumes included fluffy buzzwords, clichés, or the incorrect use of pronouns, which can turn off potential recruiters. 2. Mismatch Between Resume and LinkedIn Profile Professionally written resumes often use a distinct tone, layout, and terminology. If a candidate’s LinkedIn profile is far less polished or completely different in format and language, it could indicate the resume was outsourced. Why it’s a red flag: Consistency matters. Hiring managers want to see that a candidate has a clear sense of their professional identity. Discrepancies raise questions about authenticity. 3. Inability to Explain Resume Content in Interviews When a resume is written by someone else, candidates often struggle to elaborate on the content. They might stumble over project details, metrics, or use terminology incorrectly. And sometimes, the candidate just comes right out and say that they had someone else write it for them – which then opens up a bunch of assumptions of the candidate. Why it’s a red flag: You can’t trust a resume at face value if the candidate can’t speak to it with confidence and clarity. It shows that they lack ownership of their work product (or the work product of someone who they hired). 4. Generic or Inflated Achievements Third-party writers often try to make every bullet point sound impressive, even when the underlying work was basic. A line like “Spearheaded initiatives to drive cross-departmental alignment” might describe routine weekly meetings. Why it’s a red flag: Inflation makes it harder to evaluate the real value a candidate brings. It also shows a disconnect between what they actually did and how it's being presented. Plus, does your organization need another blowhard in the conference room who controls the meeting with word salad? 5. Too much information being presented While everyone thinks that AI is controlling the review of every resume and that you need to have every keyword included in your resume to make it to the next step when applying, the truth is that at some point the resume will be reviewed by a human. Professionally written resumes tend to be jam packed with information with visually stunning sections, tables of information, and varying fonts to draw the eye – but it’s just too much for the reader to comprehend what you’ve actually done. Why it’s a red flag: Employers are looking for future leaders who know how to convey their thoughts, ideas, questions succinctly. So if you are unable to accomplish this with your resume – that you’ve had plenty of time to write, edit, modify before distributing – what will happen when you’re on the job presenting in the boardroom? Final Thoughts A professionally written resume isn’t inherently bad, many candidates benefit from outside help, especially if they’re unsure how to present themselves. However, authenticity matters. When hiring managers sense that a resume doesn’t align with the person behind it, they’ll dig deeper and often move on to more transparent candidates.  Resumes are personal. They are a summary of all that one has accomplished in their career. This is their professional fingerprint and no one else should have the same fingerprint. So, make sure that the next time you are updating or creating a new resume, make it yours, not someone else’s or trying to be someone you’re not.
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