Contenders vs. Pretenders: The Importance of Backchannel Referencing

By Tracy McMillan, CEO and Managing Partner

Every organization deserves a leader who can deliver — not just impress in an interview. The reality, however, is that some candidates have mastered the art of performance. Since March of 2020, we’ve observed an increasing number of leaders who have mastered the Zoom or Teams interview process. Nowadays, we also must be aware of how leaders may use AI tools to bolster their experience profiles.

These leaders are charismatic, articulate, and highly skilled communicators who usually make it to the final round interview stage of our search processes.

The less authentic, pretenders among within this cohort often excel in interviews but fail to deliver lasting impact once hired. They’re polished, prepared, and persuasive — but not always proven and willing to be honest about their shortcomings.

And the stakes are high.

According to a study by the Centre for Creative Leadership, approximately 40% of new executives fail within the first 12 months, and more than that fail to live up to the expectations of those who appointed them.

Hiring the wrong leader isn’t just a bad decision — it’s a costly one. Organizations in this position often lose tens of thousands of dollars or more in lost time, productivity and even team morale. That’s why we are relentlessly focused on separating true contenders from those “bad actors” who simply performing the part.

Formal vs. Backchannel Referencing

Formal referencing - that is, asking finalist candidates for a list of those who will speak to their skill, experience and professionalism – is a must. For CEO and Executive Director searches, we require two peer references and two direct report references. For all other executive roles, we insist on at least one manager, one peer, and one direct report reference.

These voices provide a comprehensive view of a candidate’s real impact and leadership style, and they lay the groundwork for executive coaching focused on a candidate’s blind spots. All leaders have them and it is most certainly our job as the search professional to pinpoint these to mitigate our client’s organizational risk when hiring a new leader.

But, the most revealing insights often come from the informal, backchannel reference process.

Six Essential Areas

Our informal referencing is guided by six essential focus areas:

• Overall sector reputation and the nature of personal/professional interactions
• Relationship management skills with internal and external stakeholders
• Handling of stress and conflict, especially under pressure
• Leadership tenure and legacy, including what was left behind
• Personality quirks and communication gaps
• Other relevant insights critical to client success and risk reduction

These behind-the-scenes conversations reveal what no resume or formal reference can. They surface the blind spots, the cultural fit, the baggage, and the brilliance. They help to assess cultural fit. They show us not just how someone talks about leadership — but how they live it.

Most importantly, we are transparent with candidates about our intent, objective and approach to backchannel referencing and the role it serves in augmenting other assessment methods.

We take a painstaking effort to be ethical and minimize subjectivity and bias. Lastly, we communicate our findings to the candidate and offer them the opportunity to address, respond, and resolve as applicable.

Ultimately, this process protects organizations from “Day One Press Release Risk.” When we present a finalist, you can rest assured that we have taken the necessary steps to minimize the risk that unexpected revelations will surface. The due diligence has been done — with integrity, discretion, and precision. It’s not just about checking boxes; it’s about uncovering the truth. That’s how we ensure your short list of leaders is comprised of contenders, not pretenders.