The Force Multiplier Hiring Test
Diagnose low-leverage work, define the handoff, and hire a complementary partner.
- Difficulty
- Moderate
- Time to result
- ~months to results
- Steps
- 6
- Confidence
- 97%
This framework begins with an 80/20 audit of the founder's time. If the founder is spending heavily in the lower-leverage 80%, working longer without improving results, neglecting personal responsibilities, or repeatedly avoiding necessary tasks, a force multiplier may be warranted. The exact title follows the required level of support: a personal assistant handles personal logistics, an executive assistant owns immediate executive support, and a chief of staff contributes to future strategy, special projects, and cross-organizational communication. The founder records recurring tasks, delayed obligations, and unwanted work to create the role's initial scope. A strong candidate can then draft or refine the job description from those inputs. The resulting partnership should redirect the founder toward the small set of activities that creates disproportionate value.
Origin
Hallie Warner and Adam Hergenrother developed the force multiplier concept from their long-running founder–chief of-staff partnership, discussed on The Jasmine Star Show.
Core principles
- 01Founders should concentrate on the highest-impact 20% of their work.
- 02The founder's recurring 80% can become the assistant's job description.
- 03A force multiplier may be a personal assistant, executive assistant, or chief of staff.
- 04Complementary strengths matter more than duplicating the founder.
- 05Delegation should restore capacity, not merely add headcount.
How to run it
- 1
Audit the founder's workload
Separate the founder's highest-impact activities from the lower-leverage work consuming time and attention. Note whether longer hours are still creating proportional gains.
Pro tip Track real activities for at least a week instead of relying on memory.
Watch out Do not label work high leverage merely because the founder has always done it.
- 2
Check the strain indicators
Look for stalled results, an overloaded calendar, neglected personal responsibilities, damaged relationships, and persistent avoidance of necessary tasks. Multiple indicators strengthen the case for a hire.
Pro tip Include both business and personal costs in the diagnosis.
Watch out Hiring cannot repair an unclear business model or a complete absence of priorities.
- 3
Select the support level
Choose a personal assistant for personal logistics, an executive assistant for immediate executive support, or a chief of staff for strategic and cross-functional work. Use the responsibilities, not title prestige, to make the choice.
Pro tip Many founders need an executive assistant before they need a chief of staff.
Watch out Do not make a chief of staff the default first hire.
- 4
Capture the handoff list
Keep a running list of tasks the founder should not perform, repeatedly postpones, or does not enjoy. Convert this lower-leverage work into role outcomes and responsibilities.
Pro tip Keep a notepad or digital list open so tasks can be captured as they arise.
Watch out Avoid a vague description that merely asks the hire to make the founder's life easier.
- 5
Co-create the job description
Give a promising candidate the desired outcomes and initial task list, then ask them to draft how the role should operate. Review and approve the result together.
Pro tip Treat the draft as an early test of the candidate's initiative and understanding.
Watch out Do not outsource final accountability for role clarity to the candidate.
- 6
Define partnership priorities
Clarify decision rights, communication norms, and priority order before work begins. If the person supports two executives, establish whose request wins when demands conflict.
Pro tip Discuss realistic scheduling collisions during the interview process.
Watch out Do not force the assistant to resolve executive power conflicts in the moment.
In the wild
A founder logs travel booking, calendar coordination, inbox triage, meeting preparation, follow-ups, and team updates. These duties consume many hours but do not require the founder's unique judgment, so they become the core scope for a high-level executive assistant.
→ The founder recovers time for strategic thinking and high-value decisions while essential coordination receives consistent ownership.
A small company assigns one skilled executive assistant to a closely aligned founder and COO. Before onboarding, both executives agree that the founder's immovable external commitments take priority, while the COO controls routine internal scheduling.
→ The assistant can resolve competing requests without guessing whose work matters most.
Common mistakes
Hiring by title instead of need
Calling the role chief of staff does not make it strategic; responsibilities should determine whether the need is personal, executive, or organizational support.
Delegating without a priority system
An assistant supporting multiple leaders will eventually receive conflicting requests and needs a predefined rule for resolving them.
Proving you can do everything
Founders waste scarce capacity when they retain work solely to demonstrate self-sufficiency.
Is it for you?
Best for
It is best for founders whose growth, personal life, or strategic contribution is constrained by administrative and lower-leverage work.
Not ideal for
It is not ideal for founders who have not identified valuable work they could perform with the capacity they regain.
From the transcript
“If the executive is spending way too much time in their 80%.”
“that 80% is going to become the job description for that executive assistant.”
“Very often it will come as an executive assistant first, and then maybe they will eventually grow into needing the chief of staff.”
From the episode
How to Know if You Need a “Force Multiplier” and the Steps to Hiring One with Adam Hergenrother and Hallie Warner
Hallie Warner