By James Brocket
As someone who has been in the business of executive recruitment for over two decades, I have always placed integrity at the centre of my practice. In the traditional hiring landscape, I firmly believed — and still do — that honesty, credibility, and integrity are the hallmarks of every good hire. Unfortunately, we are no longer operating in a world where those traits can be universally assumed. Instead, we are navigating what is now commonly referred to as the “post-truth world,” where facts can sometimes be sidelined in favour of perceptions and emotional appeal.
In this era, where misleading information and half-truths proliferate, the challenge for companies seeking top-tier executives has never been greater. The implications for executive hiring are serious, and frankly, a bit unnerving. If candidates are not being entirely truthful, how can clients make informed, reliable decisions that won’t backfire down the road?
Despite these troubling trends, there are concrete steps you can take to minimize the risk of making a disastrous hire. Let me share some measures that, while rooted in traditional values, remain crucial for successful executive recruitment in this complicated age.
1. Conduct Thorough Background Checks
This may sound like a basic requirement — and indeed it is — but you would be surprised how many organisations fail to dig deep enough into a candidate’s history. In a post-truth world, resumes can be riddled with embellishments, and even references might be “prepped” to give glowing reviews. Standard background checks need to evolve. Today, it’s about verifying not just employment dates or education, but conducting deep dives into reputation, public conduct, social media presence, and their leadership impact in previous roles.
Professional integrity should be scrutinized at every level. Are they involved in scandals that didn’t make headline news but could impact your company’s reputation? Do they have a pattern of leaving companies under mysterious circumstances? These are red flags that need to be picked up on.
2. Ask for Specific Evidence of Achievements
Many executive candidates are adept at packaging themselves in a favourable light —often overstating their role in major successes. In interviews, it is therefore important to go beyond simply accepting broad claims of “driving growth” or “leading transformation.” Instead, ask for specific information to help understand the context and also ask for detailed and verifiable evidence.
What were the key metrics of success in their previous role? How did their leadership directly correlate with the outcomes they’re boasting about? Were they the architects of that transformation, or were they part of a team that deserves more of the credit? By digging into specifics, you not only gather useful information but also test their ability to be truthful under pressure.
3. Test Integrity in Real-Time
As an executive headhunter, I’ve long relied on instinct, but even more importantly, on putting candidates into real-time scenarios where their integrity is tested. Structured interviews are great, but they can only go so far in today’s environment. One approach I’ve found effective is presenting candidates with hypothetical scenarios or ethical dilemmas that reflect the challenges they may face in your or your client’s organisation.
Their answers may reveal more than just how they would solve the problem—they could expose their values, their tolerance for grey areas, and their willingness to bend the truth to achieve short-term results. Pay close attention not just to what they say, but how they say it.
4. Rely on Trusted Networks for Intelligence
In the post-truth era, the strength of your trusted network has never been more critical. One of the most reliable ways to gather intelligence on potential executive hires is through third-party validation, not just from the candidate’s listed references, but from off-the-record conversations with people in your network who have firsthand experience working with them. This type of informal vetting can unearth discrepancies or issues that a formal reference check might miss.
If your network is strong and diverse enough, you can get a clearer picture of a candidate’s real track record and their personal characteristics. Don’t be shy about using those relationships to get a fuller understanding of who you’re dealing with.
5. Maintain an Emphasis on Cultural Fit
While we often focus on the technical skills or leadership experience a candidate brings to the table, cultural fit remains one of the most important. In the post-truth world, cultural fit is more than just matching personalities; it’s about ensuring that your future executive aligns with the core values and ethics of your organisation, and that they also contribute positively to your achievement of your diversity objectives.
To assess this, consider involving more people in the hiring process—people who understand the heartbeat of your company, beyond just the numbers and KPIs. Does the candidate reflect the ethical standards your company holds dear? Do they exhibit a track record of transparency, responsibility, and long-term thinking? The post-truth world makes it harder to spot, but it’s worth the extra effort.