Some people fly. Others don’t. And it still gets to me.
I’ve been thinking a lot recently that I’ve been lucky to hire many incredible people over the years.
The ones who, with just a bit of support, hit the ground running.
I’m in awe of the heights they continue to reach. Up and up!
But there are a few others who stay with me too...
The handful of people I hired who didn’t fly. Even though I had the same high hopes.
I thought we gave them the same welcome, the same culture, the same tools, the same warm support.
But something just didn’t click.
I still replay those hires in my head:
→ What could we have done differently?
→ Did we mis-hire?
→ Did I fail to lead them well enough?
→ Were they simply in the wrong role at the wrong time?
The truth is, sometimes a hire doesn’t work out.
Even with the best intentions, great onboarding, and a nurturing culture.
And as leaders, we often take it personally. I certainly do.
Here’s what I’ve learned:
· Fit matters more than flash. A dazzling CV can hide a mismatch in values or mindset.
· People need clarity, not just support. Role definition, expectations, and what success looks like. All up front.
· Some people thrive with freedom. Others flounder. Not everyone wants autonomy. Not everyone wants lots of support.
· Psychological safety isn’t a nice-to-have. When people feel like they can’t ask questions or admit what they don’t know, they can make silent mistakes. Or they shut down. Or both.
· Your team is always watching. How you handle a struggling hire sends a message to everyone else: About what’s tolerated; what’s supported: and how failure is treated. Culture is revealed in those moments.
· Sometimes it’s just not the right season. Even great people can struggle when life outside work overwhelms them.
And I’ve learned this too:
If it’s not working, despite your and their best efforts, it’s okay to let someone go.
It’s hard. But sometimes, holding on does more harm than good.
To you. To the team. And to them.
So how do you give a new hire the best chance of success?
These are some of the questions I explore with my coaching clients who want help with onboarding new hires.
✅ Have you defined what “great” looks like in the role, and shared it with them?
✅ Are you giving them enough, but not too much, direction and support?
✅ Are you modelling the culture you expect them to adopt?
✅ Have you built regular feedback loops, not just annual reviews?
✅ Have you created enough psychological safety for them to ask questions, challenge ideas, and admit mistakes?
✅ Are they set up with the tools, systems, and access they need to succeed?
✅ Have you made space to understand their motivations — not just your expectations?