When I interview, I’m not trying to “sell” anyone on a role.
I’m looking for individuals who can genuinely say yes to an organization’s real challenges and opportunities.
Because the same environment that energizes one person will overwhelm another.
Years ago, I led a search for a major university. The dean was brilliant — and intimidating. Previous hires had struggled under such a powerful personality.
After hundreds of conversations, we found someone different: calm, confident, thoughtful, unflappable. They knew how to challenge respectfully and wouldn’t be rattled easily. That alignment mattered — they stayed five years and had a major impact.
That’s the work of hiring: understanding who thrives with a certain leader and who won’t, no matter how impressive they look on paper. Fit isn’t about likeability — it’s about compatibility with reality.
I’ve talked more people out of roles than into them. If retention is the goal, honesty (on both sides) is non-negotiable.
If you’re a hiring manager, ask yourself: What does someone truly need to say yes to in this role — and who is built for that reality?
And if you’re a candidate, ask: What environments bring out my best, and where am I saying yes for the wrong reasons?
The answers determine whether someone stays for 18 months — or five years.
