Hiring a CEO is one of the most consequential decisions a board can make. The right appointment can unlock transformation, while the wrong one can stall momentum, damage culture, and erode shareholder confidence. Yet, even experienced boards can fall prey to predictable pitfalls during the hiring process—especially under pressure.
At ecap, we’ve advised organisations across sectors on CEO search and succession. Below, we highlight the most common missteps boards make—and how to avoid them.
Prioritising Pedigree Over Potential
It’s tempting to be swayed by a candidate’s CV—brand-name employers, prestigious degrees, and impressive titles. But leadership success is rarely about surface-level credentials. Boards often overlook candidates with high-growth potential in favour of “safe” choices who may not fit the company’s stage of evolution.
Reality check: Past performance in a different context doesn’t guarantee future success in yours.
Best practice: Align the brief around what the company needs next, not what it used to be. Prioritise capability, adaptability, and leadership style over job titles.
Overlooking Cultural Fit
Even the most qualified candidate will struggle if their values or leadership style clash with the company culture. Yet boards sometimes treat culture as secondary, assuming it can be “adjusted to” once the new CEO is in place.
This is especially risky in founder-led companies, family businesses, and high-growth environments where culture is part of the brand identity.
Best practice: Build cultural assessment into the hiring process. Test for soft skills, emotional intelligence, and alignment with stakeholder values.
Rushing the Process Under Pressure
Whether due to sudden resignation, investor demands, or performance challenges, CEO hiring often happens under pressure. In these moments, boards may rush to hire the most available candidate, skip critical diligence steps, or bypass a structured assessment.
Best practice: Even in time-sensitive situations, a well-managed interim strategy is better than a rushed permanent appointment. Take the time to define the brief, align stakeholders, and explore a diverse slate.
Lack of Alignment Among Board Members
CEO searches can falter when there’s misalignment within the board itself—on the company’s direction, the role of the CEO, or what “success” looks like. Without early calibration, interview panels may focus on conflicting priorities, creating confusion and mistrust.
Best practice: Start with a unified brief. Use facilitated workshops or advisory partners to align expectations before the search begins.
Ignoring Internal Talent
Many boards default to external searches without seriously evaluating internal successors. This can undermine morale, overlook high-potential leaders, and delay onboarding.
Best practice: Always assess internal candidates—even if only as a benchmark. Investing in succession planning before a transition creates optionality and strengthens your pipeline.
Failing to Support the CEO Post-Hire
The job doesn’t end once the appointment is made. New CEOs—especially those brought in to drive transformation—often face resistance, misaligned incentives, or political dynamics. Without structured onboarding, coaching, or a 90-day alignment plan, even the best hires can falter.
Best practice: CEO onboarding should be treated like strategic integration. Assign a board liaison, clarify deliverables, and provide early-stage support.
Conclusion: CEO Hiring Is Strategy, Not Admin
Appointing a CEO is not simply a recruitment task—it’s a strategic inflection point. The most effective boards approach the process with rigour, alignment, and humility. They partner with trusted advisors, think long-term, and understand that the CEO’s success is ultimately the board’s legacy.
At ecap, we help boards move beyond reactive hiring to build future-fit leadership from the top down.
