About 10 years ago, I was interviewing an internal candidate for a new sales manager role. The hiring manager, one of my peers and close associates, asked me to interview his two leading candidates. He already preferred candidate A because he was the leading sales rep in a company we had just acquired. Candidate B was an old-timer with a solid reputation and track record. The other interviewers (four members of the sales team this person would manage and one peer sales manager) agreed that candidate A was preferable to candidate B. The hiring manager wanted me to be the final endorsement, because the person hired would have significant interactions with my own organization and because sales manager roles were crucial to our company’s business.