A leadership mis-hire is much more than an inconvenience, it’s a strategic setback. It not only drains time, it also disrupts teams and damages momentum. In a high-stakes environment where leadership capability underpins transformation and growth it must be noted that the margin for error is incredibly slim.
In this blog we discuss how we reduce that risk through a combination of competency frameworks and external psychometric assessments. This integrated approach gives clients the clarity and evidence they need to make confident, long-term decisions across executive search, succession planning, interim management, and broader HR initiatives.
Why do Mis-Hires Happen?
Leadership hiring decisions often rely on the following; CVs, interviews and instinct. However even experienced hiring managers can be easily swayed by surface-level impressions. The real causes of failure typically lie not in technical shortcomings, but in behavioural misalignment, leadership style clashes, or a poor cultural fit.
The reality is that when expectations are either vague or inconsistently applied, the risk of a mis-hire rises sharply. So what can be done to improve the hiring process?
Step 1: Internal Benchmarking Through Competency Frameworks
At Aston Fisher, we start by helping clients define what success looks like within their unique environment. Using internal benchmarking, we develop tailored competency frameworks that capture the behaviours, values and skills that are proven to drive results in your organisation.
This framework becomes the foundation for assessing candidates - whether you’re making a permanent hire, appointing an interim leader, or planning future leadership through a structured succession planning process.
The benefits to using this framework include:
- Clear, role-specific performance expectations
- A consistent and fair assessment process
- Stronger alignment between hiring and organisational strategy
Step 2: External Insight Through Psychometrics
Once the internal benchmark is set, we use psychometric tools, such as Hogan, SHL, and DiSC, to assess candidates’ underlying traits, behavioural tendencies and motivational drivers.
The benefit here is that by adding a vital dimension to the hiring process, it can help to:
- Reduce unconscious bias
- Reveal strengths and potential derailers
- Support onboarding and development planning
When paired with behavioural interviews and the competency framework, psychometrics provide objective, predictive data to inform better hiring decisions.
Real-World Impact
For organisations navigating change, whether through permanent appointments or interim management solutions, our tried and tested methodology brings clarity and rigour to the hiring process. It helps ensure that new leaders don’t just look good on paper, they’re truly aligned with your business, your values and your goals.
We’ve applied this approach across a wide range of industries, from defence and aerospace to manufacturing, tech, and professional services, helping HR teams and leadership stakeholders reduce hiring risk and increase long-term success.
Supporting Better Leadership Decisions
Whether you're managing a board-level executive search, preparing for CEO succession, or filling a critical gap through interim leadership, clarity is key. Defining what great looks like internally, and validating fit externally, is the surest way to avoid costly mistakes.
At Aston Fisher, we combine strategic insight with practical tools to help you get leadership hiring right the first time.
If you would like to explore how this approach could support your next senior hire or leadership planning initiative, please email james@astonfisher.com for a confidential chat.