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Could have done with a few fewer "but this guy was a friggin VP of a $100 million company!!!" moments, but still a good story.

I don't think anyone would recommend blind trust right off the bat. Of course you need to trust your employees, but only after they've earnt it in a probationary period of increasing responsibility and freedom.

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That was the core of the problem though: Having framed the guy as an experienced VP clouded all following judgment and kept the author from giving him the boot.

Someone wrote an interesting article once about hiring strategy (Joel?). Basically he didn't want to know anything about the interviewee except what job he was considered for, to the extent that if anyone told him any details (like "Harvard graduate") he'd refuse to interview him, as his perspective would already be tainted.

http://www.joelonsoftware.com/articles/GuerrillaInterviewing...

Right. Too bad the author took every piece of advice from the Guerilla Guide except that one.

I like Steve Yegge's take on the subject, too.

http://steve-yegge.blogspot.com/2008/06/done-and-gets-things...

.. and now we've got an example to remember.

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