Most hiring mistakes aren’t about capability — they’re about fit under pressure. One of the things I’ve come to appreciate over the years — particularly working at the intersection of executive search and executive leadership coaching — is this: The challenge is rarely finding someone who can do the job. The challenge is finding someone who will actually succeed in it. In energy, engineering, and infrastructure projects, the stakes are high. Timelines are tight, teams are complex, and leadership capability has a direct impact on delivery. And yet, hiring decisions are often still made based on: ▪ï¸ technical experience ▪ï¸ project lists ▪ï¸ industry background All important — but rarely the full picture. A lot of my background is in executive coaching, so I tend to spend quite a bit of time understanding what actually makes leaders successful in these environments — not just technically, but from a team and delivery perspective. Questions like: 🔹 How do they lead under pressure? 🔹 How do they align teams across functions? 🔹 How do they navigate complexity and competing priorities? 🔹 How do they show up when projects don’t go as planned? Because in reality, that’s where success (or failure) happens. This perspective shapes how I approach every search — looking beyond experience to identify leaders who can truly deliver impact within an organization. If you’re building teams across energy, oil & gas, engineering, or infrastructure projects and are finding it challenging to identify the right leadership talent, I’d welcome a conversation. 📩 kbennett@talentsphere.ca
