Hiring a senior leader: a high-risk exercise
Hiring a CEO is not like any other recruitment. Not only because of the level of responsibility, but mainly because mistakes are more likely and much more expensive.
Grégoire explains the paradox well: the mistakes to avoid are often the same as in standard recruitment. The difference is that, at this level, there are more of them, and their impact is far greater.
Why does this happen? Because processes are often more flexible instead of being stricter. Candidates come highly recommended through networks, steps are skipped, and decisions are sometimes made based on gut feeling. All of this creates risk.
When it comes to skills, the problem is rarely technical. The real issue is cultural fit.
“At this level, it is almost never a technical skills issue. The real risk is cultural fit. Values. The relationship with teams.”
– Olivier Legrand
This makes misunderstandings and misalignment more likely.
“In these situations, organisations tend to ignore weak signals. The desire to close the hire quickly can prevail. Only a well-structured process, with the involvement of all stakeholders, can limit these risks.”
– Grégoire Depeursinge
What the market expects from a leader in 2026
Relying only on past or sector expertise is no longer enough.
According to Grégoire, the market now expects a leader to combine strategic vision with immediate action. Leaders are expected to handle several challenges at the same time:
- Deal with uncertainty and pressure
- Anticipate major changes and market disruptions
- Keep a strong human connection, especially in the age of AI
- Drive change without creating instability for teams
- Work in organisations that are increasingly collaborative and multicultural
“Today, we expect leaders who bring people together and break down silos. The challenge is no longer just to ‘lead’, but to help teams operate effectively, even in complex environments.”
– Olivier Legrand
A small hiring mistake, a major cost for the company?
Any hiring mistake is costly. But when it concerns a key role, such as a C-level position, the impact is much bigger. And the cost is not only financial.
Financial impact
Costs add up quickly: salary, benefits, onboarding, internal and external events. But for Grégoire Depeursinge, this is only part of the picture. Other consequences are harder to measure.
Internal impact
Silos appear, trust decreases, engagement drops. Teams can be affected at all levels. This often leads to multiple departures, including key talents. The company then has to restart an already expensive recruitment process while replacing other employees who have left.
External impact
The impact goes beyond the organisation. Clients feel uncertain, partners become worried, investors lose confidence, and the company’s image suffers. Grégoire describes this as reputational damage. It is no longer just a “costly mistake”, but a real structural weakness.
Three pillars to secure the recruitment of a senior leader
Success does not come from intuition or a good first impression. It relies on three simple principles: clear collective alignment, strong prioritisation of soft skills, and objective assessment using the right tools.
1. A truly collective strategic alignment
Starting a search without clearly defining the role, the context and expectations is a common mistake.
“Everything starts with a good beginning: understanding the culture, team challenges, strategy and values. Without this, it is impossible to define what to assess.”
– Olivier Legrand
This alignment must involve all key stakeholders, including those often forgotten:
- Top management
- Executive committee
- Board of directors
- Investors
- Key teams
Even in urgent situations, Grégoire and Olivier insist on taking the time to do this essential work.
2. Clear prioritisation of soft skills
As responsibility increases, technical skills tend to level out. According to Olivier, soft skills are what really make the difference.
To avoid unrealistic or endless lists, numaH uses a clear method:
- Clearly distinguish soft skills from hard skills
- Identify the most important skills and rank them
- Challenge these choices with the client
- Select only 2 to 5 key soft skills to assess
3. The Assessment Center
Using an assessment center, in addition to interviews by recruiters and company leaders, greatly reduces the risk of a wrong hire and improves onboarding success.
An assessment center usually includes three steps:
1. Psychometric tests
These help understand how candidates see themselves and give insights into their strengths, behaviour and development areas. Since they rely on self-assessment, they are useful but not sufficient on their own.
2. Practical simulations
These show real behaviours in action. Candidates are assessed using criteria defined in advance, ensuring a high level of objectivity.
3. Final debrief by a trained assessor
A certified professional analyses all the collected evidence and provides a clear, structured conclusion.
This approach puts all candidates on equal footing. There is no “natural favourite”. Everything becomes observable and measurable. Grégoire and Olivier strongly believe that assessment centers improve hiring reliability and support continuous improvement.
Going beyond recruitment
Recruitment does not stop at the contract signature. The first 100 days are critical, even for a CEO. Grégoire warns that senior leaders often receive less onboarding support, not more.
This is where assessment results become a valuable foundation. They help identify strengths, development areas and priorities, and allow the creation of a structured onboarding plan. numaH.world also supports leaders through coaching to work on improvement areas.
Clear alignment from the start, objective evaluation at every step, behaviour-based assessment, stakeholder involvement and constructive challenge. This does not mean making the process longer. It means avoiding the need to start all over again.
In conclusion, securing the recruitment of a senior leader is an investment in long-term performance and in the future of the company.
