Evaluate management style alignment, team integration potential, values compatibility, leadership approach, communication preferences, and collaborative instincts whilst ensuring fair assessment practices that focus on professional compatibility rather than personal characteristics.
Common misunderstanding: Hiring people you like personally instead of effective managers
Many hiring managers choose candidates they personally like instead of effective managers. Personal likability doesn't predict management success or team leadership ability.
Let's say you are interviewing Bar Manager candidates. One candidate makes you laugh and shares your interests, but gives vague answers about team management. Another candidate is more serious but clearly explains how they improved staff performance and reduced costs. The serious candidate is likely the better Bar Manager.
Common misunderstanding: Using "cultural fit" to exclude different types of people
Some managers use "cultural fit" to avoid hiring people who look or sound different from existing staff. This creates unfair bias and reduces team diversity.
Let's say you are assessing Bar Manager candidates. You think "They wouldn't fit in with our young team" about an older candidate, or "They seem too posh for our casual bar" about someone with a different accent. Focus on their management skills and leadership ability instead of personal characteristics.
Evaluate leadership approach alignment, team development philosophy, communication preferences, decision-making style, collaboration instincts, and authority comfort whilst focusing on professional effectiveness rather than personal similarity.
Common misunderstanding: Wanting managers who work exactly like you do
Some hiring managers only want Bar Managers who have the same management style as themselves. Different leadership styles can be equally effective and bring fresh approaches to team development.
Let's say you are a hands-on manager who likes to be involved in everything. You might reject a candidate who delegates more and focuses on strategic planning. But their approach might actually improve your bar's performance by developing staff independence and building stronger systems.
Common misunderstanding: Judging management style from interview personality instead of real results
Some managers judge leadership ability based on how confident or charismatic someone seems in interviews. Interview personality doesn't show real management effectiveness or team development skills.
Let's say you are interviewing Bar Manager candidates. One candidate is very confident and speaks loudly about "taking charge," but can't give specific examples of team improvements. Another candidate is quieter but describes exactly how they reduced staff turnover and increased sales. The quiet candidate shows better management ability.
Assess collaborative leadership instincts, stakeholder relationship building, team dynamics understanding, conflict resolution approaches, and professional communication styles through observation and specific examples of successful team integration and relationship development.
Common misunderstanding: Thinking friendly people will automatically be good team leaders
Many managers assume that friendly, sociable candidates will integrate well with teams. Being friendly in interviews doesn't show the ability to manage difficult staff situations or build professional relationships.
Let's say you are interviewing a Bar Manager candidate who is very chatty and makes everyone laugh during the interview. This seems positive, but they might struggle with serious management tasks like performance reviews, disciplinary actions, or handling staff conflicts that require professional authority.
Common misunderstanding: Choosing based on instant connection instead of long-term management ability
Some managers hire Bar Managers based on immediate rapport and chemistry instead of proven ability to build lasting professional relationships and develop teams over time.
Let's say you are interviewing Bar Manager candidates. You immediately connect with one candidate because you have similar backgrounds and interests. But when you ask about staff development, they can't explain how they've helped team members grow or improve. Instant connection doesn't predict long-term management success.
Focus on service excellence commitment, team development priority, business integrity, quality standards, professional growth mindset, and guest experience dedication whilst ensuring assessment focuses on work-relevant values and professional behaviour patterns.
Common misunderstanding: Judging personal life instead of professional values
Some hiring managers focus on candidates' personal interests and lifestyle instead of their professional work values and commitment to management responsibilities.
Let's say you are interviewing a Bar Manager candidate. You spend time discussing their hobbies, family situation, and personal interests, thinking this shows "cultural fit." But you don't ask about their commitment to staff development, service standards, or business improvement. Personal life doesn't predict professional management success.
Common misunderstanding: Accepting good answers without checking real commitment
Some managers assume candidates share professional values because they give the right answers in interviews. Anyone can say they value service excellence and team development without actually practising it.
Let's say you are interviewing a Bar Manager candidate who says all the right things about "putting customers first" and "developing staff." Don't assume this is genuine. Ask for specific examples: "Tell me about a time you improved customer service" and "How exactly did you develop a team member's skills?" Real commitment shows in actual actions.