Blog - Tom Talks

Building Block: Hiring Slowly Pays Dividends

In today’s talent market, many companies feel pressure to hire quickly.

That’s often a mistake.

A bad hire doesn’t just cost recruiting fees. It costs productivity, morale, customer relationships, and management attention.

The best organizations I’ve seen are patient. They know that waiting another month for the right person is almost always less expensive than spending a year managing the wrong one.

AI can screen resumes faster than ever. It can summarize interviews, compare candidates, and even identify potential skills gaps.

But AI can’t tell you whether someone shares your values.

Culture still matters.

Skills can be developed.

Character is much harder to teach.

The companies that win over the long run aren’t simply filling positions.

They’re building teams.

Building Block: Strategy Creates Sustainable Advantage

One of the principles I shared in The 100: Building Blocks for Business Leadership is that strategy isn’t about reacting to today’s challenges—it’s about intentionally building tomorrow’s success.

“Will this new (fill in the blank) still make sense when we are two or three times bigger?”

That’s a powerful question for any AI initiative.

Instead of asking whether AI can automate a single task, ask whether it strengthens your business for the long term. Does it improve customer service? Does it make your team more effective? Does it help you scale without sacrificing quality?

Organizations that think strategically about AI won’t just become more efficient.

They’ll become harder to compete against.

Building Block: Your Competitive Advantage Isn’t AI. It’s What You Do With It

Every business leader is asking the same question:

“How do we use AI?”

It’s the wrong question.

The better question is:

“How do we use AI better than our competitors?”

AI is quickly becoming like email, cloud computing, or the internet. Eventually, nearly every company will have access to similar AI models and tools. Simply having AI won’t create a competitive advantage.

What will?

The companies that rethink how work gets done.

The firms pulling ahead aren’t asking employees to “use AI when you can.” They’re redesigning workflows, eliminating repetitive tasks, shortening decision cycles, and giving people more time to solve customer problems.

That’s where the real return comes from.

I’ve seen organizations save hours generating proposals, documenting meetings, analyzing requirements, and creating software. Those time savings are valuable—but only if they’re reinvested in activities that create more value for customers.

Otherwise, AI simply helps you do the same work a little faster.

The winners will be the organizations that pair AI with capable people, strong processes, and a culture of continuous improvement.

Technology alone has never been enough.

Competitive advantage comes from how people use it.

Building Block: Great Solutions Begin with Great Questions

One of the principles I shared in The 100: Building Blocks for Business Leadership is to think before acting.

“Thinking first means working smart.”

It’s a simple idea, but one that has become even more relevant in the age of AI.

When developers pause to understand the business challenge before jumping into implementation, they avoid costly rework and create solutions that deliver lasting value. AI can generate code in seconds, but it can’t determine whether the team is solving the right problem.

The future belongs to developers who combine AI’s speed with thoughtful analysis, sound judgment, and a deep understanding of business objectives.

Technology rewards speed.

Leadership rewards asking the right questions before writing the first line of code.

Building Block: Great Developers Are Built Through Judgment, Not Just Technical Skill

When I wrote The 100: Building Blocks for Business Leadership, AI coding assistants didn’t exist. But one leadership principle has become even more relevant:

“Nothing of value is created without time and effort. Be patient with new employees and communicate your confidence in their abilities. People usually live up or down to our expectations.”

Today’s AI can generate code, write tests, explain APIs, and identify bugs in seconds. What it can’t replace is the judgment that comes from experience.

The most valuable developers aren’t those who type the fastest or memorize the most syntax. They’re the ones who understand the business problem, ask thoughtful questions, weigh tradeoffs, and make sound decisions when the answer isn’t obvious.

AI should raise our expectations of software developers—not lower them.

By eliminating repetitive work, AI gives developers more time to think strategically, collaborate with stakeholders, and create solutions that deliver real business value.

Technology has changed.

The importance of developing exceptional people hasn’t.