By Greg Pelletier, Founder of 3G Practice Consulting

Referrals carry weight. They’re more than a casual introduction, they’re a reflection of your judgment, your standards, and sometimes your reputation. When someone asks, “Do you know anyone?”, your answer has consequences.

Over the years, I’ve referred countless professionals. Some worked out beautifully. Others taught me hard lessons. What I’ve learned is that referrals aren’t just about qualifications, they’re about fit, timing, and trust.

To go deeper, here are three types of candidates I’ve encountered, real scenarios, including one from this week, and what they reveal about the referral process, both good and bad.

The Competent but Sporadic Performer

These individuals are often some of the most loyal, hardworking professionals you’ll meet. They go out of their way to support the team, ask the right questions, and spot inefficiencies others overlook. But they don’t always operate with precision.

What makes them referral-worthy:

• They consistently go above and beyond
• They embrace company culture and care deeply about team success
• They notice broken processes and offer thoughtful solutions

Where they struggle

• They need structure and processes, ambiguity throws them off
• Their work is high-output but not always high-detail
• They often suggest new tools, but aren’t the right person to lead a rollout

These individuals thrive in well-defined roles with clear expectations. With the right guardrails and leadership, they can be invaluable.

The Unexpected Talent with Drive

This is the person you meet by chance, this week’s inspiration, in fact. A quick conversation at a restaurant, a mutual friend’s gathering, or even a cold outreach. Something about them stands out: the way they speak, carry themselves, or simply engage with others. They don’t come with a resume, but they bring undeniable energy.

Why I take them seriously:

• They remind me of others who never got their shot
• They exude curiosity and hunger, traits you can’t teach
• They carry the same DNA as the best hires I’ve seen over the years

But I never refer blindly.

I give a test. A small hurdle, request for a resume, a research task, or even the wrong email address on purpose. Why? Because how someone responds to a challenge tells me far more than a polished interview ever could.

Some roles demand urgency, resilience, and follow-through. If a candidate can’t push through basic friction, they’re not ready for that kind of role. It’s not about gatekeeping, it’s about alignment. And not every position is the right fit, which is perfectly fine.

The “If You Don’t Hire Them, You’re Making a Mistake” Candidate

These are the ones that keep me up at night.

The kind of talent I’d hire tomorrow, if I was able to. High performers stuck in companies that don’t recognize, appreciate, or support them. They’re undervalued, underutilized, and they know it, even when their employers don’t.

My frustration isn’t with the candidate, it’s with the system.

Too many business owners or large corporations miss these people entirely. They lack the onboarding process, leadership, or structure to turn exceptional talent into lasting success. So, they default to “safe” hires and let greatness walk out the door, often unknowingly.

At 3G, we’re working to change that. We’re helping our clients build the systems, infrastructure, and support that allow top-tier talent to thrive. And when the time is right, 3G will be that home too.

Until then, I’ll keep networking. I’ll keep making introductions. Because this industry runs on relationships, and the best ones are worth fighting for.

A Final Word to Business Leaders

All three of these personas can thrive inside your organization, but only if you’ve built an environment that enables them to.

If your best hires are falling short, the issue may not be them. It may be your structure.

I always remind leaders:

“Look for people who fit your culture. I can teach them the tools, the processes, and our business. I can’t teach character traits.”

At 3G Practice Consulting, we help firms align their people, processes, and technology. We focus on transforming internal operations so your team isn’t just staffed, it’s supported.

Most firm owners didn’t enter this industry to manage people. They got in to build trust, serve clients, and drive results. Your infrastructure should help you do that, not get in the way.

The right people are out there. The real question is: are you ready for them?