You have found an amazing leader. Their potential exceeds your expectations. Not only do they tick all the boxes on paper, but they have aced every interview and come with glowing recommendations.

You put out a confident offer and then it all goes quiet. They take a little too long to respond, they ask for more time to consider or perhaps they don’t respond at all.

9/10 times they have accepted another offer. So where did it all go wrong?

You could take the rejection at face value ie. the other company was offering more money or flexibility… Or you could take a hard look at the interview process that led you here.

You didn’t break the ice. 

If you launched straight into a barrage of questions about their background in your first meeting, it probably felt more like an interrogation then a job interview.  

The key to the perfect start is a warm introduction to the interview panel and business. Set the scene and help them feel comfortable. Where is the company heading in the next 12 – 18 months? What part could they play in this? What will their career look like here?

Remember if someone has been headhunted, they could still be testing the waters. It’s your job to paint a picture of the culture, the business goals and what their future will look like in the role.

Never open with ‘why should we hire you?’. Start with ‘this is what we are trying to achieve, and this is how we see you helping’. 

It sounded too good to be true. 

It can be hard to find a balance when it comes to selling the opportunity. You obviously want this spectacular person to join you, but if you go in too hard with only the positives, they could feel you aren’t being completely upfront.

Transparency and vulnerability create buy in. Its important to be honest about the challenges that got you and the business to where you are today. Tell the candidate what needs improving, and how they will help.

Imperfection is more appealing than a slick pitch.

You stuck to the script. 

We have all fallen into the trap of going through the motions. Particularly when there are multiple interviews for a role. But, if the candidate feels like you aren’t really interested in their answers – they will likely self-select out. Ask yourself, am I actively listening, acknowledging achievements and asking follow-up questions? Just repeating a small part of a person’s answer back to them can demonstrate your interest.

You didn’t close the loop.

They were probably caught off guard by your offer.

Perhaps you told them about ‘all the other candidates’ you were meeting. Or said, ‘it will probably take a while’ to get back to them. Or worst of all, you didn’t ask for their feedback.

Quick and honest interview feedback is critical to smooth contract signing.

If a person sounds like a great fit, tell them. At interview is ideal, but if that isn’t possible tell them immediately after.

Hiring Managers often worry about providing too much praise at interview for fear of having to pay more come offer time. But allusiveness and delay don’t equate to someone joining cheaply, it just feeds a person’s doubts.

Make sure your future leader knows where you stand and ask for their take too. Ask the tough questions; the ones you don’t want to hear the answer to. This not only shows you are serious, it makes sure everyone is on the same page before an offer is on the table.

They met the 'B-Team'.

Did they meet the right people to sell the vision? Were your interviewers happy to be a part of the panel?

Make sure to choose carefully. You want to pick people that can relate and make a connection with the talent you are hiring. People who can tell your new leader about all the opportunities they have been afforded since joining.

Seniority or longevity aren’t important as much as your interview panel loving what they do. 

You were hyper focused on background, not behaviour

Did you skim through those annoying behaviour and culture fit questions that HR put in your interview guide?

It’s important to know what you are looking for in a leader, outside of what you can read on their resume.

Behavioural based questions provide great insight into how people react to different situations. Including how they perform under pressure. Understanding their personality and what motivates them will help you navigate the offer process – and ensure you avoid hiring someone who isn’t the right fit for the role.