The Irony of Leadership Hiring: Why are we overlooking passion and commitment?

Having recruited and acquired talent for nearly a decade now, I have come to notice a rather ironic trend in this regard that companies keep on recruiting people for leadership positions who jump from one job to another every year or two. These are the people who tend to get an edge over applicants who have proven commitment through longer durations in the workplace only because the latter have a gap in employment, which is what reflects on their resume. What are we really valuing in our leaders, I ask?

The Myth of Short Tenures as a Sign of Agility

It is now becoming clear that working for a few years at multiple companies somehow translates to agility or flexibility. Hiring managers might often say, "This person must be dynamic; he's worked in so many environments in such a short time." But that cannot really characterize what a significant leader is. Can someone really do a difference within a year or two?

Let's face it—leadership is more than just jumping into a new job, achieving quick wins, and moving to the next position. That isn't even building relationships, not developing team culture, not to even think about steaming the ship within fair weather and stormy waters. That takes time, and sad to say, you can't do all of that in two years at a company.

The Stigma of Employment Gaps: Why Are We Penalizing Commitment?

It's ironic that those candidates who, for many years, have shown steady commitment to the company they belonged to previously are rejected just because of this gap in employment. This could be due to family reasons, health-related issues, or even the effects of a downsizing exercise. None of these are in the power of a candidate to control, but it seems these are enough to diminish an otherwise great candidate.

If we are seeking leaders with tenacity, passion, and dedication, why are we penalizing people who stuck it out for several years in their previous employer, giving them all they've got in the good times and the tough times? This is where most people go through the pains of trying to make a company understand its values and helping a team get through the storms.

What Do We Really Want from a Leader?

When we bypassed some candidates who have tenures longer than others, what we really said was that their life circumstances were unacceptable. We were turning away people who probably had tons of experience and insight because their career path didn't always go along a straight line or a noninterrupted course.

But let's think about it: aren't we missing the point in what makes a great leader? Leadership isn't about having a perfect, uninterrupted resume. It's about empathy, stability, and understanding that business—and life—isn't always predictable.

The Case for Empathy: Hear Them Out

When asked, many have given various reasons as to why they had employment gaps. Employment gaps, however, should not instantly disqualify applicants. It may be a family emergency or personal health issue or an economic slump-for whatever reasons, the basis will never define a person's capability and commitment. So why is it that hiring managers are not willing to take the time to understand these gaps?

As a leader, we need to be sensitive about hiring decisions. We should talk to them about these gaps instead of assuming. Most of the time, there is a legitimate and reasonable explanation, and those candidates are much more ready than ever to bring dedication and long-term value to a company.

Why Dedication and Passion Matter More Than Job Hopping

It is time we begin to recognize that more time at one company says much about loyalty, resilience, and passion for the work. And these qualities are never understood through how fast that person changes jobs or how many companies he has been to within a short period of time.

These are leaders who have spent years gathering experience within their former positions and building relationships with the people on their team. They know what it is like to see a project go full circle, how business ebbs and flows, and how to stay the course even when it gets rough.

Such people will bring in long-term value rather than in some sort of short-term solution.

At the end, hiring decisions, particularly those that constitute leadership roles, should translate beyond just filling a gap in a resume. Instead, it is finding passionate and committed people who have the ability to lead in easy times as well as arduous ones.

Stop punishing people for holes in their employment history and help people see the big picture. Leadership has absolutely nothing to do with vision, dedication, and ability to grow with a company and not how many different companies you have worked in over the last few years.

If indeed we care to put together teams that are resilient and strong, then we must be open-minded to letting those who have been around for some time and, yes, even with employment gaps have a chance they deserve. Enough is enough; it is about time that cycle of unfair treatment is ended and the real potential these candidates bring is valued. It is, after all, commitment that will help your company succeed in the long run-it's those committed to their work.