The Law Entrepreneur, Episode 463

"The Three C’s That Make or Break Every Hire" with Emily Geddes

Release Date: October 3, 2025 | Hosts: Bridget Norris, Sam Mollaei, Neil Tyra | Guest: Emily Geddes

Episode Overview

This episode explores how law firms can dramatically improve hiring outcomes by focusing on individualized values-based hiring processes. Attorney, business strategist, and law professor Emily Geddes shares her practical approach, notably the "Three Cs" framework: Competence, Character, and Chemistry. The discussion includes real-world examples, actionable tips, and pitfalls to avoid, making the episode essential listening for anyone looking to build a strong law firm team.

Main Discussion Points and Key Insights

1. Emily Geddes’s Background and Perspective ([00:24]-[03:26])

• Emily’s multifaceted experience: Attorney at Malik and Malik (Washington/Idaho), Adjunct Prof. at Gonzaga, former healthcare administrator, and HR/recruiting-adjacent roles.
• Teaching as a refresher: "I love the students. They're so excited to be embarking on this legal journey. I really just enjoy it." (Emily, [02:17])
• Balance comes from passion and structure: Her teaching role helps her stay connected and inspired alongside legal practice.

2. The Value-First Hiring Mindset ([03:01]-[06:47])

• Hiring as a meaningful, people-centric process: Emily emphasizes genuinely wanting to know new hires, not just ticking off qualifications.
• The process starts before hiring: "It starts with, as a firm, being really, really clear about what your mission and what your values are..." (Emily, [05:39])
  • Core firm values and mission should be baked into external messaging (email, website, socials) to attract aligned candidates.
  • Distinguish between "what you do" and "why/how you do it." (Bridget, [06:47])

3. The "Three Cs" Framework ([07:18]-[12:13])

• Competence: Baseline skills/credentials needed for the role.
• Character: Integrity, humility, work ethic—core personal traits.
• Chemistry: Team compatibility and ability to collaborate smoothly.
• "We use a framework called the three Cs to guide our process. One of those is character, then chemistry, and competence..." (Emily, [07:18])
• Real-world misalignment: A hired mentor was effective on paper, but failed in real mentoring—reference checks didn’t include mentees. The process is now improved ([08:59]).
• Team-based support model: "We don't have a sense of possessiveness over our individual cases... it frees us up to go on vacation and not think about it." (Emily, [11:04])

4. Practical Implementation of the Three Cs ([13:12]-[16:51])

• Test for Character: Include staff in interviews—if a candidate treats non-attorney staff differently, it’s a "huge red flag." (Emily, [13:12])
  • "The way you treat waiters is very telling... we use that same concept here." (Emily, [13:12])
• Hiring as a team sport: Use a Google form for current team members to share past experiences with applicants. Multiple interviews across roles and locations ensure diverse perspectives.

5. KPIs, Flexibility, and Expectations ([17:54]-[21:55])

• KPIs are individualized: No blanket metrics—expectations adjust based on roles, practice areas, and applicant needs. (Emily, [17:54])
• Transparency at the outset: "Clear communication and transparency ahead of time... is going to enable us to both make sure that this is going to be a good long-term fit." (Emily, [17:54])
• Addressing red flags early: "The second that something at all concerning comes up, I think it's worth a conversation..." ([19:44])

6. Balancing Skills and Culture ([21:55]-[24:47])

• Soft skills vs hard skills balance: Sometimes it’s worth training competence if chemistry and character are strong.
  • "If the character and chemistry are there, a lot—not all—but a lot of the competence issues can be taught..." (Emily, [21:55])

7. The Growth Mindset Advantage ([24:09]-[24:47])

• Growth mindset trumps fixed mindset: "Somebody with that growth mindset... is going to be a much quicker student, quicker learn on all of these new skills." (Emily, [24:09])

8. Building and Documenting a Hiring Process ([25:51]-[27:05])

• Written procedures and checklists: Make the process replicable and consistent, reducing error and oversight.
• "I am a big fan of writing processes down... That also provides you some backup and some coverage..." (Emily, [25:51])

9. The Most Revealing Interview Question ([27:05]-[28:14])

• “Why our firm?”: Always ask why the applicant chose to apply specifically to your firm.
  • "Sometimes that question is itself just very, very revealing. You can tell who has done their homework and who has not even looked at the website." (Emily, [27:05])
  • Ensures alignment and sincerity.

10. The Human Side of Hiring ([29:48]-[32:34])

• Close the loop with all candidates: Send a polite rejection or status update out of respect.
  • "Close the loop. These are human beings who have feelings... even a blanket, you know, template email going out is better than absolute silence." (Emily, [29:48])
  • This basic courtesy can enhance your firm’s reputation and attract talent in the future.

Notable Quotes & Memorable Moments

• "I really love people. I love talking to people and learning their stories and learning about what's important to them and just kind of getting behind the mask..." (Emily, [03:26])
• "Our hiring process really centers on the Three C’s: Competence, Character, and Chemistry." (Emily, [07:18])
• On staff involvement:
  "It's very telling when an interviewee treats the staff member different from the attorney... that's a huge red flag for us." (Emily, [13:12])
• On reference checks:
  "Looking back at our interview process, the piece we missed was reference checks were all for peers rather than anyone he’d mentored." (Emily, [08:59])
• "Somebody with that growth mindset, somebody who enjoys that learning process, is going to be a much quicker student..." (Emily, [24:09])
• "If you're not already asking, 'Why specifically us?,' start. Sometimes that question is itself just very, very revealing..." (Emily, [27:05])
• "Close the loop. These are human beings who have feelings." (Emily, [29:48])

Timestamps for Key Segments

• [00:24] Emily's diverse background and work-life balance
• [03:01] Why Emily is passionate about hiring and people-centric processes
• [05:39] Embedding firm values and mission into your hiring approach
• [07:18] Introduction and breakdown of the Three Cs framework
• [08:59] Real-world example of poor value alignment, importance of reference variety
• [11:04] Team-based work model in practice
• [13:12] Staff participation in interviews as a character test
• [16:51] Multi-layered interview process and team input
• [17:54] Role-specific KPIs and flexible expectations
• [19:44] Acting on red flags and ongoing feedback
• [21:55] Deciding between culture fit and technical skills
• [24:09] Growth mindset in hiring and development
• [25:51] Importance of documented, checklist-driven hiring processes
• [27:05] The make-or-break interview question: "Why us?"
• [29:48] Humanizing the process—always close the communication loop

Actionable Takeaways

• Define your firm's mission and values before recruiting—be explicit and public with them.
• Adopt the Three Cs framework: don’t settle for just one or two.
• Integrate staff and team members into the hiring process as character checkpoints.
• Write down and follow step-by-step procedures for each hiring iteration—checklists prevent mistakes.
• Always ask why the candidate wants to work at your firm—real alignment is crucial.
• Respect every candidate’s humanity—communicate outcomes even if they aren’t hired.

Final Thought

Emily sums it up:
"Hiring isn't about filling seats. It's about building teams that actually reflect your firm's values." (Bridget, [33:24])

The right process isn’t about volume; it’s about intentionality, alignment, and respect—for your firm, your team, and all the people you meet along the way.