Learning from mistakes and rethinking hiring: True leadership in times of transformation

About five years ago, when I stepped into a new agile transformation role at a large bank, I noticed a shift at industry conferences. Speakers were starting to focus on failures rather than polished success stories—the missteps, the hard lessons, and the resilience it takes to move forward. This struck a chord with me because I was facing similar challenges. Our bank had a reputation for a tough culture, extensive bureaucracy, and HR processes that felt more like a barrier to hiring than a gateway. Meanwhile, our competitors seemed to have it all figured out, and talent was lining up at their doors.

To make matters worse, the business wanted results now. I was new, without a team or even a dedicated recruiter. The first idea was to throw more money at candidates. Tempting, but not a sustainable solution when building a team that needs to last. Instead, I turned to a design thinking approach to understand what candidates really valued and who would thrive in our unique, challenging environment.

Finding the right fit—not just anyone

Through interviewing candidates, we identified patterns in expectations, motivations, and the types of profiles that would succeed with us. Our ideal candidate wasn't just skilled, but resilient — someone who had navigated challenging environments and emerged with energy intact. This drive was non-negotiable for the demands of transformation work.

My first goal was to find a key person I could rely on—a right-hand partner. Once I had identified a promising candidate, I spent two weeks keeping in touch and explaining why it was important for him to join our mission. Thankfully, he accepted and became a key member of the team. With him and the help of a dedicated recruiter, we laid the groundwork to fill the other roles.

The reality check of building a transformation team

It took nearly ten months to fill the remaining eight positions, and it was no easy task. Candidates who fit our profile were rare, and more than once we were tempted to broaden the search criteria. But every interview with an 'almost fit' reminded us why we had to stick to our profile.

There were also setbacks. Several candidates pulled out at the last minute, opting for other offers. Although frustrating, it ultimately saved us from hiring the wrong people. Once new team members joined, I took a hands-on approach to onboarding. It was important that they felt they'd made the right choice, and that connection made all the difference in creating a team that was truly invested in the mission.

Three key lessons in crisis leadership and recruitment

1. Define success on your own terms. Competing with competitors' 'success stories' was a distraction. By focusing on our unique goals, such as resilience and streamlined hiring, we moved forward with a clear purpose.

2. Stay transparent, not perfect. At first, I thought projecting confidence would attract talent, but I learned that being open about challenges builds trust. People appreciate knowing the reality of what they're signing up for.

3. Identify talent that fits the mission. Design thinking helped us to see who would thrive. By focusing on resilience and adaptability, we built a team that was aligned with the mission, not just the paycheck.

Final thoughts

Transformation isn't about following the path of others; it's about aligning people and purpose in a way that's sustainable. Hiring the right people and uniting them around a shared mission creates real momentum. And don't hang on to the wrong people — especially if they're not aligned with the team's goals. Keeping them won't help anyone, and they're unlikely to thrive elsewhere.

If you're going through a transformation or rethinking your hiring strategy, let's connect. What lessons have you learned about building a resilient team?