BLOG

Hiring didn’t used to feel like this.

We’re seeing roles that would’ve closed in 3–4 weeks now dragging out to 7–8.
Sometimes longer.

One thing I’ve noticed over the years is that the biggest leadership mistakes rarely come from people who don’t know what they’re doing.

They come from people who do.

The ones with experience. The ones with a track record. The ones who’ve made enough good calls that they start trusting their judgement a little more each time.

And to be clear, that’s exactly what you want in a leader.

Until it quietly turns on you.

They fail because they make them too slowly.

Opportunities appear.
Meetings are scheduled.
More information is gathered.
More people are consulted.

The real issue isn’t the challenge.
It’s the accountability gap that follows.

Most performance reviews are theatre.

We block out an hour. We pull up a template. We dance around the real issue. We say “overall, doing well” and hope the message somehow lands through polite language and HR-safe phrasing.

In the high-stakes world of executive leadership, burnout often hides behind achievement. Many leaders are celebrated for pushing harder, staying later, and never switching off until their edge dulls and the crash hits.