We see organisations spend months finding the right executive. The CV is strong. The references stack up. The interviews are impressive. Everyone agrees they’ve found the right person. Then six months later, something isn’t working. Our view? Sometimes the organisation didn’t make the wrong hire. It failed to give the right hire the conditions to succeed.
That distinction matters. Because executive recruitment shouldn’t finish when the contract is signed.
Why do good executive appointments fail?
When an executive appointment doesn’t work, it’s easy to conclude that the individual was a poor cultural fit or simply the wrong person. Sometimes that’s true.
But we also see problems that have very little to do with what was on the candidate’s CV:
- The mandate wasn’t as clear as everyone thought.
- The board and executive had different expectations.
- The culture was harder to navigate than anticipated.
- The organisation wanted transformation – but wasn’t ready for what transformation involved.
- The executive was given an induction, but not properly onboarded.
- Problems emerged early but nobody addressed them.
Research supports the importance of these factors.
Harvard Business Review has previously cited research indicating that as many as 40% of externally hired executives fail, with poor acculturation identified as a significant factor. Spencer Stuart has also highlighted cultural fit as a major risk in executive transitions.
That’s why we think organisations need to look beyond who they appoint and pay much more attention to what happens after they appoint them.
Senior executives still need onboarding
There can be an assumption that experienced executives should be able to walk in and work things out.
We disagree.
A new CEO or executive doesn’t need someone teaching them how to lead.
They need help understanding this organisation.
- Who really influences decisions?
- How does the board operate?
- What has been tried before?
- Where is there resistance to change?
- Which relationships need to be established early?
- What does success genuinely look like at six and twelve months?
And perhaps most importantly:
Is the organisation the executive joins the same organisation that was described during the recruitment process?
Good executive onboarding helps close that gap.
This matters even more in ageing sector
Across aged care, retirement living and seniors living, executives are entering exceptionally complex environments.
The sector continues to navigate significant reform, including the new Aged Care Act and strengthened Quality Standards, alongside workforce pressures, financial sustainability, changing consumer expectations, technology and increasing governance requirements.
A newly appointed executive isn’t simply learning a new business.
They are navigating relationships with boards, employees, residents, clients, families, regulators, health professionals and communities.
That makes organisational context enormously important.
An executive can be highly capable and still struggle if they don’t understand the environment quickly enough, or aren’t given the support to do so.
Stop asking executives to “hit the ground running”
We hear this phrase frequently:
“We need someone who can hit the ground running.”
We understand the intention. Organisations need momentum.
But we think there’s a better objective.
Hit the ground learning. Then accelerate.
An executive who feels pressure to prove themselves immediately can start making changes before they properly understand why things operate the way they do.
- The strongest executives we’ve worked with tend to listen first.
- They test assumptions.
- They understand the history.
- They identify the people who hold important organisational knowledge.
- Then they make decisions.
Taking time to understand an organisation isn’t a sign of weak leadership. Often, it’s the opposite.
Recruitment should continue beyond Day 1
This is where we believe executive recruitment needs to change.
The recruiter’s job shouldn’t simply be: Find candidate → negotiate offer → placement made → move on.
A senior appointment is too important for that.
We believe there should be structured contact throughout the transition.
- Is the role what the executive expected?
- Are the board’s expectations aligned?
- Where is the executive encountering resistance?
- Are there relationships that need attention?
- Is anything starting to go wrong?
Often, an issue identified at 30 or 60 days can be addressed. The same issue ignored for six months can become the reason someone leaves.
That’s why mentoring and ongoing support are an important part of how we approach executive recruitment at DCM Executive Recruitment. Not because senior executives need their hands held. Because executive transitions carry risk – for both the individual and the organisation.
We don’t measure success when someone signs the contract
A failed executive appointment costs far more than another recruitment process. There can be lost momentum, disrupted teams, delayed decisions, stalled strategy and significant board and management time.
That’s why we believe the measure of successful executive recruitment shouldn’t be:
“Did we fill the role?”
It should be:
“Is this executive still succeeding in the organisation years later?”
Finding the right person matters. Creating the conditions for them to succeed matters just as much.
At DCM Executive Recruitment, that’s ultimately what we’re trying to achieve.
Not simply placements. Placements that last.
