Myths That Are Holding Back Executive Hiring in 2025

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Myth 1. Past performance predicts future success

Steph didn’t hesitate when asked for the biggest myth.

“I think it’s that past performance is an indicator of success,” she said. “What we’ve seen is that if someone has worked in similar size organisations, has done the role before, people think they’re going to come into this role and be successful.”

Her point was that the leadership landscape in 2025 is different. “Given the journey that our leaders are on and the introduction of AI and technology and these leadership skills, I think we are looking for a slightly different type of candidate. So, yeah, someone who’s been there and done it before, that isn’t necessarily an indicator of success.”

The past is no longer the cleanest measure. What matters is how a leader can adapt to the now.

Myth 2. Everyone knows exactly what they want

John brought a different angle, pointing to uncertainty in the hiring brief itself.

“There’s a little bit more ambiguity around what’s needed in this current climate. Is there someone that that is going to allow us to grow? And are they going to grow in that time as well?”

He questioned whether boards and senior teams are truly clear in their demands. “Are those executives or the CCB members or indeed the board, are they clear enough as to exactly what they want? And can they articulate that to their talent acquisition teams in the same way as they would in talking to exec search firms?”

For him, one of the myths is that the decision-makers already have that clarity nailed down.

Myth 3. There’s one right answer

For Jivan, the big myth is the idea of a single correct approach.

“There isn’t a single right answer. I don’t think it’s binary,” he said. “I think it’s purely shades of grey. Some roles you want to go to a search firm for reason X. Some roles you want to go to user talent partners.”

He was clear that executive hiring isn’t about following one method every time. Different circumstances call for different tools.

Myth 4. It’s still about the “black book”

Paul spoke from the perspective of companies in their early stages.

“So many companies here relatively early stages, early phase, speaking to founders, CEOs. I guarantee, like I said to you earlier, a little message on LinkedIn or a little connection, someone they’ve met today, could really develop into something.”

He contrasted that with the approach of bigger businesses. “I think the larger the company, you’re going to see more thoroughness, but I think they can apply a lot of the practices that they apply to all of their roles to that piece.”

For him, the myth is that exec hiring has to rely on a closed network. “Get away from the black book, get away from phoning the friend that’s in the industry, who do you know? And then the diversity is affected there as well. Apply so many good things to Exec Search and it will bring you a pool of candidates that’s appropriate for what you need today.”

Myth 5. Exec search can be expensive

Tom called out two perceptions in one go. “I think Exec Search, the myth is, it’s still very much strength-led,” he said.

He also pushed back on the idea that it always comes with the cost of a wrong hire. “That myth is this is far too expensive, and that is wrong. What you should be looking at what the price of a wrong hire, because we’ve all done that, and it is very costly.”

Pulling it together

What came through from each voice was that executive hiring in 2025 needs sharper thinking than the old myths allow. Whether it’s over-relying on someone’s past track record, assuming every decision-maker has a crystal-clear brief, or defaulting to one method of finding talent, the panel made it clear these approaches don’t always serve the needs of today’s businesses.

The leaders who thrive now are the ones who can step into ambiguity, adapt to shifts in technology, and bring more than just a checklist of past achievements. And the companies who hire them are the ones willing to question their own habits in how they search.