The biggest mistake I made in my early years was hiring copies of myself — people who thought like me, decided like me, loved what I loved. I thought it would speed things up. It slowed everything down. A team that thinks one way produces one kind of decision. One-dimensional decisions don't catch mistakes before they happen. I learned years later that the ideal team shares my values but differs from me in tools and methods. These five questions help you find that balance. Question One: What did you do the last time you disagreed with your manager? The worst answer: "I never disagreed with them." That person is either lying or not thinking. The better answer: "I disagreed on X, presented my view with data, we went with their decision, and I learned from the outcome." This reveals three things: the courage to speak up, respect for structure, and the ability to learn. This person will challenge you constructively — which is exactly what you need. Question Two: Tell me about a mistake that cost your previous company money. This exposes whether the candidate takes ownership or assigns blame. "The manager was wrong" or "the market shifted suddenly" is blame. "I delayed the decision and it cost a million SAR" is ownership. An employee who takes responsibility is built for leadership. One who blames will never be, regardless of their technical skills. Question Three: What do you do in your free time? This reveals curiosity — the single trait that separates a good employee from an exceptional one. Someone who reads, learns a new language, builds side projects, tries a new sport — that person is intellectually active. I am not interested in the specific content of their leisure time; I care that they have productive leisure. An employee who answers "I just rest" may exhaust the team over the long run. Question Four: What are you not good at? An employee who doesn't know their weaknesses is more dangerous than one who doesn't know their strengths. Ask directly, then listen to the quality of the answer. "Sometimes I'm too much of a perfectionist" is evasion. "I'm weak at administrative follow-through and need a system to help me" is honest and self-aware. Self-awareness is the highest leadership skill. Hire people who know themselves, even if their self-knowledge includes weaknesses. Question Five: If you were in my position, what would you change about this role? A surprise question that reveals whether the candidate thought about the role before the interview or just came to perform. The one who studied the company, understood the role, and has ideas for improvement — that is who you want. The one who says "I don't know enough to suggest" is honest, and that has value. But the one who suggests confidently — even if partly wrong — shows ownership mentality. Ownership mentality matters more than complete information. After the Interview: The Real-Work Test An interview reveals talk. A real task reveals action. I give every final candidate an assignment from our actual work — four hours — and watch how they think. It costs 500 SAR per assignment but saves a million SAR in bad hires. Hiring is an art that blends instinct and method. Instinct alone is deceived; method alone loses the human element. The combination is the way.