In spousal hires, university administrators too often fail to make the important distinction between partners who most likely would not have been hired under normal circumstances and, thus, could be a burden on an institution, and those who would be an attractive hire under any circumstances. One is a "trailing" spouse in need of "an accommodation"; the other, for lack of a more elegant phrase, is an integral part of a recruitment package. In this article, the author stresses that the key distinction that should always be at the forefront of such decisions is whether hiring someone's partner genuinely enhances and contributes to the department and its programs in appreciable ways. The author points out that the real millstone is not someone's partner; it is the debilitating fear that a spousal hire will necessarily disadvantage the department. A carefully vetted spousal hire can add immeasurably to a department and an institution.