Importance of Hiring Practices

“They’re not quite ready.” That’s what Boards say when they can’t quantify their discomfort. OR Don’t have the courage to take a bet. It sounds smart. Risk-managed. Responsible. It’s actually how you build a leadership team that: - never challenges - never surprises - and never scales. Let’s be honest: You don’t always need another “been-there-done-that” exec. You need someone who’ll grow into what your business hasn’t faced yet. But most senior hiring still favors: - sameness - safety - and surface-level pedigree. So if you’re serious about building a next-generation leadership team (or stepping into a role that stretches you) Ask these smart 15 questions. They don’t measure readiness. They reveal boldness, potential—and whether the system can handle either. 1. “What part of this role has never been done well here before—and why?” Reveals: the organization’s real growth edge. 2. “If someone like me hasn't done this exact job before—why is that a problem?” Reveals: baked-in bias, lazy thinking, and who’s ready to be challenged. 3. “Are you hiring to avoid risk—or to create results?” Reveals: whether the Board is defending the past or building the future. 4. “What would the boldest version of this hire look like—and why aren’t we doing that?” Reveals: ambition vs. fear. 5. “Where have ‘safe’ hires held this company back?” Reveals: patterns that no one names out loud. 6. “If I break the mold and succeed, who might feel threatened?” Reveals: political landmines and power dynamics. 7. “Where do you say you want change—but keep hiring people just like you?” Reveals: DEI gaps, groupthink, and courage levels. 8. “What’s the last uncomfortable bet this team made—and what did it teach you?” Reveals: organizational risk appetite. 9. “If I’m too bold for this culture—how will you protect me until the results show up?” Reveals: executive sponsorship and psychological safety. 10. “How does this company define ‘potential’—and who gets to have it?” Reveals: whether you actually promote on merit—or proximity. 11. “When have you hired someone who scared you a little—and why did it work (or not)?” Reveals: whether boldness is welcome or punished. 12. “What’s more important: track record or trajectory?” Reveals: short-term optics vs. long-term value. 13. “Which part of my profile makes you hesitate—and what if that’s exactly my advantage?” Reveals: how open they are to reframing strengths. 14. “What’s the cost to this company if we only hire people who look ready?” Reveals: whether they’ve even considered the opportunity cost. 15. “Do you want a leader who’s already peaked—or one who’s still becoming dangerous?” Reveals: what kind of fire they’re really looking for. You don’t build standout leadership teams by playing it safe. You build them by: - thinking harder - questioning louder - and betting smarter. ♻ Reshare to help others call time on the “readiness” myth. #culturematters #leadership #aviation

The wrong hire can have the right resume. Great teams aren’t built by checklists: They’re built by people who show up with energy, learn fast, and raise the bar. Not just meet the criteria. Hiring focused merely on experience is outdated. Chris Donnelly spotlights this so well. A flawless résumé can hide real risks: ⚠️ • Comfort with no drive • Entitlement over effort • Ego over collaboration • Knowledge with no curiosity ⚠️ So when hiring, look beyond the bullet points. What to screen for instead: 🔋 Willingness to own mistakes 🔋 Consistent follow-through 🔋 Clarity under pressure 🔋 Team-first mindset 🔋 Hunger to grow 🧠 And when you’re down to the final few, run these 3 Filters That Reveal a High-Impact Hire: 1. = Would they challenge you - with respect - when it counts? 🟢 The best hires don’t just agree. They think, push, and help you lead better. 2. = Can they influence without authority? 🟢 True culture-builders don’t wait for titles. They already inspire trust and motion. 3. = Do they create calm -or a stir- when uncertainty hits? 🟢 How they handle the unknown is a preview of how they’ll lead. That’s how you build a culture that wins - without burning out the ones who care. Hire for contribution, not just credentials. That’s where the future you want gets built. Share your thoughts on this in the comments. ♻️ Repost to help others hire and work better together. 🔔 Follow me Ronnie Kinsey, MBA for more like this. 📥 Get more of my actionable insights on leadership, personal development, and thriving here, Free: ➤ https://lnkd.in/dkagD_Wp <+>

We often say this about friends, family, and habits, but it’s equally accurate for executive teams. At senior levels, hiring involves more than just selecting a candidate. You’re intentionally bringing in specific behaviours, blind spots, and values into the environment where your top talent operates daily. Most “bad hire” stories don’t begin with overtly toxic leaders. Instead, they start with someone who appears excellent on paper, interviews effectively, and communicates all the right points during the panel. After six months, the metrics may seem normal, but the workplace atmosphere feels unusual. You start to notice: High performers are quieter in meetings. Your best HRBP is spending more time mediating than building. There’s a subtle rise in politics, defensiveness, or blame. Nothing is on fire. Nothing is easily reportable. But it’s like that image of two oranges: one healthy, one clearly rotting, sitting side by side. Proximity does the work. In leadership, the environment extends beyond the office, technology, or policies. It is primarily shaped by the leader. You influence those closest to your talent, including their typical reactions under stress, their acceptance of mediocrity, and their attitude towards boundaries, ethics, and alignment, whether respectful or dismissive. You can’t “engage” your way out of a misaligned executive. You can’t launch enough culture campaigns to neutralize daily exposure to a leader whose behaviour contradicts everything you print on the careers page. So the question for HR and TA C‑suite leaders isn’t just: “Can this person do the job?” It’s: “What happens to our environment once this person is in the room every day?” Over time, your leaders teach your people what is truly valued, truly rewarded, and truly tolerated far more than any slide deck ever will. If you’re serious about protecting your culture, brand, and exit value, you can’t treat the environment as a soft topic. Please treat it as a risk variable. That’s where ExecBrand™ comes in. Rather than just accepting being “perfect on paper,” we help you uncover underlying leadership gaps, potential alignment issues, and behavioural patterns that subtly influence your environment, whether positively or negatively. If you’re hiring or replacing a key leader this year and want to stress‑test what they’ll do to the space around them, not just the role on paper, let’s talk. Send me a DM with “ExecBrand” or visit execbrand.co to schedule a confidential, low‑pressure conversation about one critical role on your slate. Because your environment is shaping your people either way. The only question is whether you’re curating it on purpose or letting it happen by accident. #Leadership #TalentAcquisition #CultureFit #LeadershipAlignment #ProfessionalGrowth

I've been in this industry for 13 years now and this is one of the biggest gaps I see in senior hiring in 2026: Some leaders interview brilliantly. Very few lead well in a real boardroom. Heidrick & Struggles board effectiveness research is clear on this. Less than 40 percent of new C-suite executives describe their first boardroom experience as something they were prepared for. The interview process didn't simulate it. The reference checks didn't capture it. And the assessment frameworks measured the wrong things. From my seat in executive search, the gap shows up like this. The interview is structured. The candidate has time to prepare. The questions follow a logic the candidate can anticipate. They sound impressive. Frameworks land. Stories are well-rehearsed. The boardroom is none of that. It's interrupted. Politicized. Three people are reading their phones. One director is loyal to the previous CEO. Another wants to challenge every assumption to assert relevance. A fourth has a side agenda you'll only learn about three months later. The conversation jumps from a 90-minute strategic debate to a five-minute decision on something nobody briefed the candidate on. That's where leadership is actually tested. The candidates who thrive in a boardroom share specific behaviors that don't show up in interviews. They handle interruption without losing thread. They disagree with directors without making it personal. They protect their team without becoming defensive. They know when to let a director feel right, and when to hold the line. Hiring needs to simulate that environment, not the comfortable version of it. The companies getting this right are running candidates through a real-condition simulation. Unstructured panel. Real disagreement. Time pressure. They learn more in 45 minutes than three rounds of structured interviews ever delivered. If your hiring process for senior roles still optimizes for polish, you're optimizing for the wrong outcome. Are your final-round interviews still mostly structured, or have you built in the unstructured pressure that mirrors a real boardroom? #ExecutiveSearch #Leadership #CPG #Governance

Figma's CEO figured out how to close skeptical candidates in under two minutes. Before Figma‎‎ launched, Dylan Field spent three years in stealth mode. No public brand. No press. No careers page. Just a small office with empty desks reserved for hires they hadn't made yet. When Field started conversations by explaining the vision, candidates politely bounced. They didn't believe a browser-based design tool could actually work. Too many companies had tried and failed. So he changed one thing. He started bringing his laptop and opening Figma within the first two minutes of every conversation. Candidates who saw it immediately got it. The ones who didn't see it early left thinking it was vaporware. He basically A/B tested his recruiting pitch in real time. And because they had no brand, nearly all their early hires came through referrals from employees and investors. Recruiting, as Field wrote, ran at a snail's pace. But every hire was someone who believed in something they'd seen with their own eyes. That company is now worth $45 billion. Turns out the best recruiting strategy was proof :)

Every company says they want to hire "A-players", also known as "rockstars", "unicorns", and "ninjas". But my advice if you're looking for A-players: 1. Are you clear on what an A-player even is? Maybe what you're really looking for is "pedigree" but you don't want to sound elitist. Maybe you're looking for strong goal attainment in similar contexts. Maybe you're looking for those softer skills that help someone navigate tricky workplaces. Saying you want an "A-player" is lazy and it's unhelpful because a recruiter isn't going to know what you're really looking for and neither is the candidate deciding if they're the right match or not. So be specific and transparent about the traits and achievements you want; if they push people away, that's actually doing both parties a favor. 2. Are you offering something an "A-player" wants? A-players expect A-player comp and benefits and impact. Are you offering top of the market compensation? Are you offering a rapid growth trajectory? Are you offering best in class technology? Are you giving people the freedom to revolutionize how things are done? If not, you're not going to win an A-player. Top talent that has invested heavily in their education and career are looking for a payoff, and your company has to offer that. If you can't, then you need to adjust your expectations. 3. Do you actually NEED an A-player? If you're launching something new or you're scaling rapidly, you may benefit from a bunch of A-players who are ready to quickly identify and solve problems and drive progress. But a lot of companies don't need that. They need dependable people who show up, do strong work, collaborate well, and will stay in the role for several years consistently doing good work. And that's exactly what B-players are made for. A stable, consistent B+ player can outperform an "A-player" who is bored, overworked, expensive, or constantly looking for the next thing. So my best advice to employers is to really consider these factors and be thoughtful about what you really need before. If you're looking for A-player employees, you need to offer A-player opportunities. If you're not, you're creating a misalignment between expectations and reality, and no one will be set up for success when that's happening.

Should HR people and especially #recruiters have long history of specific experience or they may have transferable skills from other industries that may help them to support business needs? Sometimes I was asked why I decided to turn from Marketing to #People. And in some conversations I do feel that people have some doubts... But in reality my marketing background really helps me to attract right people, especially to #startups and #scaleups where there is no market visibility of a company, no long history, risks, etc. How? 1. Understanding Branding: #recruiters need to represent their company effectively to potential candidates. A marketing background can help to understand branding principles and how to convey the company's culture, values, and mission in a compelling way. 2. Targeted Candidate Attraction: Marketers are skilled at identifying and targeting specific demographics and audiences. This knowledge can be applied to recruitment efforts to attract candidates with the right skills and cultural fit for the organisation. 3. Effective Job Descriptions: Marketing professionals know how to craft persuasive and engaging content. It helps to create job descriptions that are not only informative but also enticing, making them more likely to attract talent. 4. Use of Social Media: Social media is a powerful tool for both marketing and HR, it helps to connect with potential candidates, build relationships through social media. 5. Data Analytics: Marketing often involves data-driven decision-making. Understanding #dataanalytics can be beneficial for HR managers, recruiters in tracking the effectiveness of their strategies and making data-driven improvements. 6. Content Creation: #hr can use the skills to create informative and engaging content that educates candidates about the company and the job opportunities. 7. Communication Skills: Marketing professionals are typically strong communicators. Effective communication is essential in both marketing and recruitment that helps to convey information clearly to candidates and engage in meaningful conversations during the hiring process. 8. Competitive Analysis: Marketers often conduct competitive analysis to understand their competitors' strategies. Similarly, HR managers can benefit from understanding what other companies are doing in terms of recruitment, benefits, and employer branding to stay competitive. 9. Customer-Centric Approach: Marketing is all about understanding and meeting the needs of customers. In recruitment, candidates are essentially customers, and a customer-centric approach can help to create a positive candidate experience. 10. Adaptability and Innovation: HR managers and recruiters with marketing backgrounds may be more adaptable and innovative in their recruitment strategies and tools. Diversity in skills and perspectives within a recruitment team can lead to well-rounded and effective talent acquisition strategies. #peoplestrategy #talentacquisition #talentsolutions

When I talk with my clients, they often say things like, "I'm very strategic" or "I'm an excellent communicator." But when I ask, "Can you provide the proof?" there can be a long pause. Most professionals ARE strategic, innovative, and good communicators. The real challenge is showing proof of those qualities. Did your strategy increase revenue by 22%? Did your new idea shorten project timelines by three months? Did your leadership reduce turnover by half? Did your communications campaign boost engagement by 45%, get national media coverage, or help manage a crisis? Now we’re talking! These specifics and details are what make hiring personnel stop scrolling. They don’t just tell the reader something bland that anyone can claim…they provide the proof. A lot of people fill their resumes with adjectives. The strongest candidates fill theirs with evidence. Because in hiring, proof beats polish every time. If your resume isn't backed by measurable or memorable examples, it probably isn't telling your strongest story.

"Hiring the right people takes time, the right questions and a healthy dose of curiosity. What do you think is the most important factor when building your team? For us, it's personality." ~ Richard Branson In the complex landscape of talent acquisition, personality and character often prove more crucial than credentials or even demonstrated work ethic. While every candidate arrives with a polished CV and well-rehearsed responses to interview questions, these surface-level presentations tell only part of the story. The bedrock of any successful team is trust and integrity amongst its members. A candidate might be highly driven and consistently achieve their targets, yet still not be the right cultural fit for your organisation. Technical skills and knowledge can be developed over time, but fundamental character traits are far more enduring. Aptitude matters, but attitude is paramount. True leadership requires looking beyond mere competence. Meeting basic job requirements should be considered the minimum threshold, not the goal. When evaluating candidates, ask yourself: "Could I envision this person in a more senior position, helping to shape our organisation's future leaders?" Finding the answer requires genuine curiosity about who the candidate is as a person, beyond their list of achievements. It demands looking past the polished exterior to understand their values, their approach to challenges, and how they view their role within a team. Taking the time to truly understand the person behind the credentials is a worthwhile investment. It can yield significant returns while helping avoid the substantial costs - both financial and cultural - of making the wrong hire. #leadership #business #management #work #culture #culturefit #innovation #success

After years of helping people land jobs and hiring people, I’ve learned one thing: Attitude beats a perfect CV. Every single time. I’ve seen it too often: A candidate with a stellar résumé, top firm, 1st Class honours... But once they’re in? They resist feedback. Move slow. Or think they’re already done learning. Then there are others - no fancy pedigree, no flawless trajectory... But they’re curious, hungry, and quick to respond. They grow faster than anyone expects. Here’s what really matters when hiring 👇 ➡ Coachability (Open to Feedback) If you can’t take feedback, you can’t grow. The best people don’t get defensive — they get better. ➡ Hunger You can’t fake drive. The best hires are self-motivated and want more for themselves. ➡ Sense of Urgency Responsiveness matters. The ones who move fast — who don’t dilly dally — are the ones who make things happen. ➡ Work Ethic Talent means nothing without follow-through. Reliability always beats brilliance. ➡ Emotional Intelligence Because common sense isn’t common. Awareness, empathy, and good judgment build trust. They might not have the “perfect CV.” Or even directly relevant experience. But if they have the right mindset? They’ll add massive value to your team! So next time you’re hiring, look beyond the credentials and the CV. Because skills can be taught — mindset can’t. Do you agree? Drop your thoughts below ⬇ ♻ Repost to share this reminder. Follow Shulin Lee for more from the hiring front lines.