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Local Author Cautions Entrepreneurs: Don't Hire Stupid People

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  //humor-quirks.news-articles.net/content/2025/12 .. ions-entrepreneurs-don-t-hire-stupid-people.html
  Published in Humor and Quirks on Thursday, December 11th 2025 at 15:40 GMT by Patch

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Local Author Offers a Hard‑Hit Lesson for Entrepreneurs: “Don’t Hire Stupid People”

A recent feature in the Patch news service for Doylestown, Pennsylvania, brought the spotlight to a hometown entrepreneur‑turned‑author who has spent the last decade studying what makes or breaks a small business. The article—titled “Doylestown author has advice: Entrepreneurs don’t hire stupid people”—interviews the writer and lays out the key take‑away from his new book: the most costly mistake a business can make is hiring someone who simply isn’t cut out for the job.

Who’s the Author?

The interviewee is a Doylestown native who began his career in corporate human resources before moving into the entrepreneurial arena. With a background that spans several roles—from HR manager in a Fortune 500 company to owner of a boutique consulting firm—he has seen first‑hand how a single bad hire can ripple through an organization. He channeled that experience into his debut book, “The Hiring Mistake”, which blends case studies, statistical analysis, and practical advice for small‑business owners.

Readers can purchase the book through the link that appears in the article, which takes them directly to the book’s page on a major online retailer. A secondary link in the piece directs interested parties to the author’s personal website, where he offers a blog, a newsletter sign‑up, and a schedule of upcoming speaking engagements.

The Core Thesis

At the heart of the article is the author’s insistence that “stupid” is not a technical term—there is no industry standard for intelligence or competency—but it is a shorthand for “unfit” or “underqualified.” The author argues that the typical hiring process in small businesses is often informal, rushed, and based largely on surface impressions or gut feelings. This can lead to costly outcomes: decreased productivity, higher turnover, a toxic workplace culture, and, in some cases, legal liability.

Practical Advice From the Book

The feature walks through several of the book’s core chapters, offering a practical framework that entrepreneurs can use right away:

1. Define the Job Precisely – Before posting a vacancy, the author recommends writing a clear, detailed job description that lists required skills, knowledge, and experience. This helps narrow the applicant pool and sets realistic expectations.

2. Screen for Culture Fit – He emphasizes that beyond technical abilities, candidates should align with the company’s values and work ethic. The book includes a checklist for evaluating whether a potential hire will thrive in the existing culture.

3. Use Structured Interviews – Random, conversational interviews often fail to reveal a candidate’s true capabilities. The author proposes a structured format that asks the same core questions of every applicant, enabling objective comparison.

4. Implement Skills Assessments – Where possible, the book suggests a brief test or task that reflects actual job responsibilities. This moves the evaluation from “resume” to “performance.”

5. Check References Thoroughly – The article stresses that reference checks should focus on verifiable past achievements and soft‑skill performance, not just general praise.

6. Take Your Time – The author warns against the common pressure to fill a role quickly. “The cost of a bad hire often far outweighs the cost of a slow hire,” he says.

Real‑World Examples

Throughout the piece, the author cites a few anecdotes from his own career. In one instance, he hired a project manager for a tech startup based largely on a polished résumé and a single “yes” in an initial chat. Within six months, the employee was repeatedly late, missed deadlines, and struggled to collaborate with the development team. The fallout was a delayed product launch and a strained relationship with a key client.

Conversely, the author recounts a successful hire at a local marketing firm who had a modest résumé but passed a practical design test with flying colors. That employee became a critical asset, leading a major campaign that increased the firm’s revenue by 30% in the following year.

These stories illustrate the broader point the article underscores: hiring is not a gamble; it is a decision that should be made with data, clarity, and a healthy dose of caution.

The Bigger Picture

The article also links to external sources that put the author’s thesis into context. One embedded link goes to a study from the National Association of Small Business Owners that found that approximately 30 % of small‑business hires are considered “bad hires” within the first year. Another link directs readers to a local chamber of commerce page that lists upcoming workshops on hiring best practices.

By weaving local data into the narrative, the piece underscores that Doylestown’s small‑business community is not immune to these challenges—and that the author’s advice could help protect the city’s economic vitality.

How Entrepreneurs Can Apply This

For small‑business owners who might feel overwhelmed by the intricacies of recruitment, the author offers a “hire‑ready” template in the article. The template includes:

• A set of “must‑have” and “nice‑to‑have” skills.
• A scoring rubric for interview responses.
• A reference‑check template that captures both hard facts and soft‑skill observations.

The author invites readers to download the template from his website, which is also linked in the article. He stresses that the framework is flexible enough to be applied in any industry, from retail to tech.

Final Take‑away

In the concluding section, the author summarizes his core message: “Entrepreneurs can’t afford to hire stupid people. Every bad hire erodes the business’s foundation.” He urges owners to treat the hiring process as a strategic investment, not a quick fix.

The article’s tone is approachable and practical, with plenty of actionable steps for business owners who may not have a formal HR background. The author’s background as both a former HR professional and a small‑business owner lends credibility to his advice, while the inclusion of real‑world anecdotes makes the lessons tangible.

Additional Resources

• Book Purchase Link: Directs to the author’s new book.
• Author’s Website: Features a blog, newsletter, and speaking tour calendar.
• Local Chamber of Commerce Workshops: Links to events on hiring and workforce development.
• Downloadable Hiring Template: Free resource for small‑business owners.

In sum, the Patch article does more than just profile a local author—it offers a practical playbook for entrepreneurs who want to avoid one of the most expensive mistakes in business. By investing time in a rigorous, structured hiring process, owners can protect their companies from costly missteps and build a stronger, more capable team.