How do you know if you’ve truly hired the right person? According to HR leader and executive coach Rachel Lockett, it all comes down to a single, brutally honest question:
“Would you enthusiastically rehire this person for the same role?”
Lockett, who previously led HR teams at companies like Stripe and Pinterest, shared this framework on a recent episode of Lenny’s Podcast. During her time at Stripe, she asked managers this question regularly — and it quickly revealed what performance reviews often obscure.
Why the Question Works
Most managers struggle to admit when someone isn’t working out. Performance issues are uncomfortable. Feedback is messy. And the hope that someone will “turn it around” is hard to let go of.
But Lockett’s question forces a binary answer: yes or no.
No qualifiers. No hedging.
"When the answer is no… no matter how many difficult conversations you have, this is not going to work," she said.
That instant gut reaction becomes a moment of clarity. Even if it simply prompts a tough conversation, that conversation often leads to the truth managers have been avoiding.
Echoes of Netflix’s Keeper Test
If Lockett’s approach sounds familiar, it’s because Netflix popularized a similar method:
“If this person were thinking of leaving, would you fight to keep them?”
If the answer is no, Netflix historically chose to part ways and hire someone stronger — a philosophy tied to its emphasis on “talent density.”
Other tech giants have implemented their own versions. Meta has cut thousands of “low performers,” and Microsoft has made similar moves, all in pursuit of “top talent.” But Lenny Rachitsky, the podcast host, made an important point: a “no” doesn’t automatically mean someone should be fired.
A “No” Doesn’t Always Mean an Exit
Less extreme options still exist:
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A candid conversation
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A performance plan
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Moving the person into a role where they can thrive
In other words, clarity doesn’t always equal termination. Context matters too. In fast-growing companies, roles evolve quickly — and sometimes people simply grow out of the job they were hired for.
The Problem With Performance Plans
Of course, employees have learned to dread performance improvement plans. In many Big Tech environments, “PIP” has become code for “quiet layoff.” That’s exactly why Lockett’s question resonates: it’s refreshingly direct. It removes ambiguity from what is usually an emotionally and politically fraught process.
Clarity Over Avoidance
Ultimately, Lockett’s question isn’t just about managing underperformance — it’s about cutting through manager hesitation and organisational noise.
“You have an immediate reaction that is honest,” she said. “That reaction gives you clarity.”
And in leadership, clarity is one of the rarest — and most valuable — resources.