The traditional markers of career success, such as an Ivy League degree or extensive experience at a Fortune 500 company, are increasingly being re-evaluated by prominent business leaders. Steven Bartlett, the founder and host of The Diary of a CEO podcast, recently highlighted this shift by describing his decision to hire an applicant with a resume that was, by his own admission, “two lines” and zero prior experience. Bartlett’s rationale for this unconventional choice centered not on credentials, but on a seemingly minor act of courtesy: the candidate thanked the security guard by name upon entering the building for her interview.
This initial impression was reportedly reinforced by the candidate’s conduct throughout the hiring process. Bartlett noted her humility and proactive approach; when confronted with a question she couldn’t answer, she openly admitted, “I don’t know that yet, but here’s how I’d figure it out.” Following the interview, she took the initiative to self-teach the answer and emailed it to Bartlett within hours. This blend of honesty, initiative, and interpersonal awareness ultimately secured her the position. Six months later, Bartlett considers her one of his best hires, underscoring his belief that “culture fit and character is MUCH harder to hire than experience, skills or education.”
Bartlett’s perspective is not an isolated one among high-profile executives. David Solomon, the CEO of Goldman Sachs, has articulated a similar philosophy, emphasizing what he calls being “smart enough” over solely pursuing candidates with the highest IQs. For Solomon, the ability to connect, demonstrate resilience, and exhibit determination are crucial “human elements” that often outweigh an impressive educational background. He has stated that while attending Harvard University or being the brightest individual in a room might be impressive, these factors alone do not guarantee success at the $282 billion banking giant. Solomon believes that while intelligence is necessary, it must be paired with a broader set of attributes, noting that “you can’t teach experience” in the traditional sense of interpersonal and adaptive skills.
Danny Meyer, the founder of the global fast-casual chain Shake Shack, echoes this sentiment in his approach to staffing his 510 restaurant locations. Meyer prioritizes what he terms a high “hospitality quotient” (HQ) over a high IQ. He actively seeks out six specific qualities in potential employees: integrity, optimism, intellectual curiosity, work ethic, empathy, and self-awareness. Meyer dismisses the importance of IQ tests, explaining that while IQ indicates an aptitude for learning, HQ reflects “the degree to which someone is happier themselves when they provide happiness for someone else.” This focus on intrinsic motivation for service underscores a broader move towards valuing soft skills in customer-facing roles.
Even Warren Buffett, the Oracle of Omaha and long-time CEO of Berkshire Hathaway, has publicly stated his disregard for educational pedigree in hiring decisions. After more than five decades at the helm of the $1 trillion holding company, Buffett has observed numerous successful professionals who did not attend prestigious universities. Last year, when planning for his CEO succession, Buffett explicitly stated he would not consider the education section of candidates’ resumes. His 2025 letter to Berkshire Hathaway shareholders reinforced this stance, stating, “I never look at where a candidate has gone to school. Never!” He acknowledged that while many great managers did attend renowned institutions, others, like a person he referred to as “Pete,” found success despite attending less prestigious schools or even not completing their education. These converging views from leaders across diverse industries suggest a significant re-evaluation of what truly constitutes valuable talent in today’s workforce.
