Let the References Speak

The Hidden Science of Reference Checks: Why Most People Do Them Wrong (And How to Do Them Right)

Picture this: You're about to hire someone who will either A) help your organization thrive or B) slowly poison it from the inside like a corporate version of that fungus that takes over ants' brains.

No pressure.

This is where most hiring managers reach for their trusty toolbox of interviews, resumes, and the ceremonial "reference check" – you know, that thing where you call someone who pretends to remember the candidate and mumbles something about them being "a good team player."

But what if I told you we've been doing reference checks completely wrong? Like, "trying to make toast in a washing machine" wrong?

The Reference Check Paradox

Here's a wild thought from investor Graham Duncan that broke my brain:

"People think of references as a thing you do after the fact. To me, it's the whole thing."

Wait, what?

Let's back up for just one minute.

Most of us treat reference checks like that homework assignment I finished five minutes before my college English class — a box to check, a formality, a "yeah yeah yeah" moment before we make the hire we already decided on.

But Graham Duncan suggests this is like trying to understand what's in a box by only looking at the shipping label. The real treasure – the stuff that actually matters – is inside the box. And by "inside the box," I mean "in the stories people tell about this person when you actually shut up and listen."

The Invisible Resume™

(Yes, I just trademarked that because it sounds cool)

Every person has two resumes:

1. The visible resume: The carefully curated LinkedIn profile where everyone is a "results-driven professional with a passion for synergy" (whatever that means).

2. The invisible resume: The real stuff — how they handle pressure, treat people when no one's watching, and whether they're the type to steal your lunch from the office fridge.

Guess which one actually matters?

The Art of Not Asking Dumb Questions

Here's where most reference checks go wrong. We all ask stupid questions like:

• "Was Bob a good employee?"

• "Would you hire Sarah again?"

• "Is Tom punctual?"

These questions are about as useful as asking a fish about its favorite bicycle.

Instead, here are some questions that actually work (courtesy of Graham Duncan and some smart folks at Chick-fil-A):

1. "If [candidate's] number comes up on your caller ID, what does your brain anticipate they're calling about?"

   1. (This is secretly a genius question because it reveals the candidate's pattern of behavior and impact on others)

2. "If you were coaching them, how would you help them take their game up?"

   1. (Notice how this sneakily gets at weaknesses without triggering the reference's defensive instincts)

3. "Rate them from 1-10... No, 7s aren't allowed."

   1. (This is like the verbal equivalent of pushing someone off the fence they're sitting on)

The Secret Sauce: Learning to Listen Like a Detective

Here's the thing most people miss: Reference checks aren't just about the words being said — they're about HOW they're being said.

Did they:

• Hesitate before praising the candidate's "leadership skills"?

• Light up when talking about their problem-solving abilities?

• Use specific examples or vague corporate buzzwords?

• Sound like they were reading from a script or speaking from the heart?

This is where you need to channel your inner Sherlock Holmes. The truth isn't just in what people say — it's in the pauses, the tone, the energy, and sometimes even in what they don't say.

The Alignment Matrix: Where Magic Happens

At Chick-fil-A (where this stuff really matters because one bad hire can turn "my pleasure" into "ruined-my-life-forever"), we have figured out something crucial: It's not just about finding competent people – it's about finding the right people who will thrive in our specific culture of service and hospitality.

Think of it like this:

• Great culture fit + High competence = 🚀

• Great culture fit + Low competence = 📚

• Poor culture fit + High competence = 💣

• Poor culture fit + Low competence = 🤦

At Chick-fil-A, we are constantly asked how we find such great people. The reality is those great people are all over the place — we are putting great people into a situation that creates a positive feedback loop where they flourish and are given affirmation for doing the right thing and receive desired status as contributors to the mission and purpose of the organization.

The Bottom Line: Why This Actually Matters

Here's the thing: Every hire is like adding an ingredient to a recipe. One wrong ingredient won't just taste bad — it could ruin the whole dish. In organization terms, one misaligned hire can shift the entire culture.

This is why letting references truly speak – and actually listening to what they're saying – isn't just some nice-to-have HR practice. It's the difference between building a team that works together like a well-oiled machine and one that functions like a bunch of cats trying to organize a dog show.

So What Now?

Next time you're doing a reference check, remember:

1. Start with skepticism, end with understanding

2. Listen for patterns, not just praise

3. Pay attention to the invisible resume

4. Ask questions that invite stories, not soundbites

5. Trust your spidey sense when something feels off

Because at the end of the day, finding the right people isn't just about filling seats – it's about building something that lasts. And that starts with actually giving a damn about those reference checks everyone else treats like a formality.

Remember: The best time to catch a bad hire is before they become your problem.

And the best way to do that is to shut up and let the references speak.

*Note: No corporate cultures were harmed in the writing of this article, though several bad hiring practices were rightfully called out for their crimes against organizational harmony.*