Hiring often goes wrong when companies prioritize expertise over drive and potential. The author argues that a better approach is to focus on drive first, then potential, and only then consider expertise. Drive is described as an internal engine that can't be taught or instilled. It manifests in behaviors like working extra hours out of passion and taking ownership without being asked. If a candidate lacks drive, their qualifications are irrelevant. To assess drive, the author suggests a clean-room interview process, where resumes are set aside. The interview should explore candidates' backgrounds, their work ethic, and what motivates them. The goal is to identify candidates who have an innate passion for their work. The next step involves evaluating potential through a framework that examines their learning curve, the breadth of problems they tackle, and how quickly they adapt to change. High-performing candidates will demonstrate a steep learning slope, absorb responsibilities beyond their immediate role, and adapt rapidly to new challenges. The final assessment requires candidates to engage in real work, tackling actual problems that the company faces. This exercise reveals how driven and capable they are in practice. The overarching message is clear: hiring should focus on drive as the foundation for building a high-performing team, rather than relying on credentials alone. If a company mistakenly believes that expertise can compensate for a lack of drive, it risks creating a culture that moves slowly and lacks ownership.