Interest, Horsepower, Coachability Talent Screen
Select adaptable talent by testing motivation, rigor, and coachability
- Difficulty
- Easy
- Time to result
- ~weeks to results
- Steps
- 4
- Confidence
- 98%
The method evaluates emerging talent across three dimensions: interest, intellectual horsepower, and coachability. Interest indicates that a candidate will continue learning even before the career path is fully clear. Intellectual horsepower is inferred from strong performance in demanding pursuits, not merely from having the conventional major or résumé. Coachability determines whether the candidate can thrive in an apprenticeship model where advancement depends on listening, applying feedback, and contributing at progressively higher levels. Qualifications such as grades, rigorous coursework, independent portfolios, business ideas, and references provide evidence for these underlying qualities. Used together, the three dimensions widen the talent pool without lowering standards and help selectors distinguish transferable potential from superficial familiarity with an industry.
Origin
Marcus Shaw described this framework on Masters in Business as the screen he uses with entrepreneurs and talent, including candidates for AltFinance programs.
Core principles
- 01Prioritize demonstrated potential over narrow credentials
- 02Require genuine interest in the field
- 03Use performance across disciplines as evidence of intellectual horsepower
- 04Treat coachability as essential in apprenticeship-based work
How to run it
- 1
Establish genuine interest
Look for sustained curiosity about the field even if the person has not selected a specialty. Ask what they have explored independently and why it matters to them.
Pro tip Accept evidence such as a small portfolio, investment thesis, project, or business idea.
Watch out Do not mistake familiarity with industry vocabulary for genuine interest.
- 2
Test intellectual horsepower
Examine whether the candidate performs strongly in rigorous pursuits. Evaluate the quality of their thinking regardless of whether their discipline matches the role exactly.
Pro tip Consider demanding coursework and achievements outside the conventional recruiting major.
Watch out Using a narrow major requirement can eliminate strong transferable talent.
- 3
Verify coachability
Ask how the candidate has responded to difficult feedback and improved afterward. Use references who have directly observed the candidate learning under guidance.
Pro tip Request a specific before-and-after example rather than a general character endorsement.
Watch out Confidence without receptiveness to feedback is risky in an apprenticeship business.
- 4
Explain the apprenticeship
Make the progression, expectations, and need for continued coaching explicit. Confirm that the candidate is willing to begin by learning from more experienced colleagues.
Pro tip Describe both the opportunity and the junior-level work required to earn greater responsibility.
Watch out Do not imply that raw intelligence allows someone to bypass foundational experience.
In the wild
A philosophy student lacks formal finance coursework but earns strong grades in rigorous classes, maintains a small portfolio, can explain several business ideas, and provides a reference describing how well she applies criticism. The screen recognizes her transferable analytical ability and learning orientation rather than rejecting her because of her major.
→ The candidate advances into a structured investing apprenticeship with targeted technical training.
Common mistakes
Screening only for finance majors
A major is a proxy, not the underlying quality. Strong candidates may demonstrate rigor and investment interest through other disciplines and activities.
Treating coachability as friendliness
Coachability means receiving, understanding, and applying feedback. A pleasant interview alone does not establish it.
Ignoring the apprenticeship contract
Candidates can underperform if they expect immediate authority rather than progressive responsibility and coaching.
Is it for you?
Best for
It is best for early-career hiring and programs that prepare people for apprenticeship-based professions.
Not ideal for
It is not ideal when a role requires an immediately deployable specialist with mandatory technical credentials.
From the transcript
“So there's a framework that I use. I use it with entrepreneurs, I use it with with talent anywhere I see it.”
“People that have an interest in vesting, people that have intellectual horsepower, and people that are coachable.”
“Coachable is key. It's an apprentice model business.”
From the episode
Marcus Shaw on Diversity in Wall Street and Finance
Marcus Shaw