1) Not talking to enough people to allow the bell-shaped curve of candidate quality come into focus…thereby making it more difficult for you to find, recognize and hire the “best available” candidate
2) Hiring the best performer in the interviewer…versus the executive who will be the best performer on-the-job
3) Inadvertently coming across as someone that cares more about filling an immediate need for the company than the long-term career fit for the executive
4) Losing credibility with candidates by doing too much “telling & selling,” not engaging in enough active listening, and not being informed about areas that matter most to the best prospects
5) Not properly managing the interview process with candidates. This includes giving the interview team too much latitude and not enough direction, allowing momentum to fade at the wrong times, not leveraging your chance to subtly “sell” the candidate’s mentors, etc.
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