Three-Part High-Performer Interview
Test alignment, real ability, and lived values before hiring
- Difficulty
- Moderate
- Time to result
- ~weeks to results
- Steps
- 6
- Confidence
- 99%
The three-part interview progressively validates whether a candidate belongs in the organization and can perform the work. Part one tests cultural alignment by connecting the company mission to the candidate’s five-year professional goals; the aim is to discover whether the person possesses ambitions compatible with a growing business. Part two replaces résumé claims with a brief, live simulation of the actual role, such as recreating a graphic or building an Asana workflow while sharing a screen. Part three asks finalists to present concrete evidence of how their past behavior aligns with the company’s core values. Together, the stages move from motivation to ability to identity. The funnel narrows deliberately, allowing leaders to reserve the most demanding assessment for a small number of credible finalists.
Origin
Natalie Dawson refined this process while scaling Cardone Ventures, personally participating in core-values presentations for the company’s first 50 employees. Extracted from The Jasmine Star Show.
Core principles
- 01Cultural alignment precedes technical qualification
- 02Past claims should be verified through live work
- 03Core values must appear in behavior, not definitions
- 04Candidates should understand the organization before joining
- 05A demanding process can create mutual commitment
How to run it
- 1
Frame the company mission
Explain what the organization exists to accomplish and why employees must also be able to win through their work there. Make the company’s direction explicit before evaluating the candidate.
Pro tip Use the organization’s actual mission statement rather than an improvised description.
Watch out Do not assess culture merely by whether the conversation feels pleasant.
- 2
Probe long-term goals
Ask the candidate to describe their five-year professional goals. Compare their ambition, direction, and willingness to grow with the organization’s trajectory.
Pro tip Listen for evidence that the candidate has genuinely considered and pursued goals.
Watch out A candidate with no goals is unlikely to become spontaneously goal-oriented after joining.
- 3
Simulate the work live
Create a short exercise that places the candidate as close as possible to the actual work. Ask them to share their screen and complete the task using the tools they claim to know.
Pro tip Limit the exercise to a focused task that can reasonably be attempted in about ten minutes.
Watch out Notify candidates beforehand so they can protect private information visible on their computer.
- 4
Observe execution behavior
Watch how the candidate interprets instructions, navigates the tool, makes decisions, and handles uncertainty. Evaluate both the result and the process used to produce it.
Pro tip Use the same exercise and criteria for comparable candidates.
Watch out Do not let a polished take-home assignment substitute for observing authentic execution.
- 5
Assign a values presentation
Ask finalists to present how their own behavior aligns with the organization’s core values to the hiring manager and relevant leaders.
Pro tip Tell candidates to use specific personal or professional examples for every value.
Watch out Do not accept dictionary definitions, quotations, or generic dissertations as evidence of alignment.
- 6
Select from demonstrated evidence
Combine the candidate’s goals, live work performance, and behavioral values evidence. Hire only when all three support a credible long-term fit.
Pro tip Treat the stages as complementary evidence rather than allowing strength in one to erase a serious weakness in another.
Watch out Do not lower the standard simply because the recruiting process has been tiring.
In the wild
The interviewer shows a graphic designer two advertisements previously used by the company. During the call, the candidate opens Canva and creates a third advertisement that fits the established style within ten minutes. The interviewer can directly observe tool fluency, instruction-following, visual judgment, and speed.
→ The company verifies that the candidate can perform relevant work rather than relying on résumé claims.
Jasmine proposes showing a candidate an existing Asana task flow and asking them to duplicate it for a related scenario while sharing their screen. Natalie confirms that this is an appropriate way to test someone who claims Asana experience.
→ The interview reveals whether the candidate can translate a project pattern into an operational workflow.
A finalist is asked to show how their life demonstrates the company value of dependability. Instead of redefining the word, they describe a difficult situation in which they still fulfilled a commitment they had made.
→ The hiring team receives behavioral evidence that the candidate already lives the value.
Common mistakes
Hiring for chemistry alone
A friendly interview can feel like cultural fit while revealing little about ambition, execution, or values.
Trusting unverified tool claims
Candidates may list Asana, Canva, or other tools without possessing the level of fluency the role requires.
Letting candidates define the values
A polished explanation of a value does not prove that the candidate has demonstrated it under real conditions.
Is it for you?
Best for
It is best for growth-oriented organizations hiring consequential roles where ambition, demonstrated competence, and cultural fit all matter.
Not ideal for
It is not ideal for emergency hiring situations where the organization cannot conduct multiple stages or design a fair work sample.
From the transcript
“So I believe in a three part interview process.”
“So the second interview is created to get the person as close to the work that they will be doing as possible.”
“I want to know how you have been dependable in your life.”
From the episode
Hiring, Training, and Retaining High-Performing Team Members with Natalie Dawson
Natalie Dawson