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Three years to find a good leader – was it worth it?

Three years to find a good leader – was it worth it?

Finding the right leader can take up to three years, as highlighted by Fabian Caldarella, who emphasizes the importance of resilience and patience in the hiring process. He recounts a personal experience of a two-and-a-half-year search for a candidate, illustrating the significance of building relationships and understanding the candidate’s values and ecosystem. This approach aligns with effective leadership, team management (gestión del equipo), and company values (valores de la empresa), fostering strong communication and career planning (plan de carreras). Caldarella argues that hiring the right talent is about gaining a partner who brings not just skills, but also their network and strategic insight. This analysis by Fabian Caldarella showcases the critical nature of inclusive leadership in today’s competitive landscape. Don’t miss more tips and insights on leadership in the full episode.

2026·Season 2·Episódio 5Highlight
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Fabian Caldarella · Head of Recruitment

Crescimento da equipa

Watch the full "The Unboxing Talks" Serie

Transcription

00:04

Finding a good leader, no matter what it takes Once again, no rest for us today.

00:12

Wait, what's this?Love it!If it isn't Star Wars!I love it!

00:23

Wow! "Three years to find a good leader.Is it worth it?" Good question.

00:32

It's true that quite often,we make a distinction when hiring a person, quote-unquote, in the classic way: HR interview,operational interview, manager,go, no-go, offer sent.

00:49

I once had an experience that lasted almost two and a half years to hire a team member, from the very first contact until the day they finally joined us.

01:01

Well, actually, between two and a half and three years.

01:05

Why?Because it's the kind of candidate you have to convince to join the company.

01:13

So you're more in a position to sell yourself than for the candidate to sell themselves.

01:18

It's the kind of candidate whose family you know, you know their children, their names.

01:24

You've gone for breakfast with them,I invited them somewhere not far from their home.

01:29

And on top of that,it's the sort of candidate you have to bring into the company without them crossing paths with anyone inside,since they work for the competition.

01:40

It's impossible.I've done interviews with management where candidates would come in after hours, in the evening when we'd already closed,or very early in the morning,just to avoid exposing them too much,to candidates, to talents in the team. So yes, it's worth it.

01:58

But I don't think everyone would do it.You've got to be resilient and patient.

02:04

When the candidate says, "No, I can't make it after all,my son's ill." You reschedule, because they're also someone who'll bring you their network,who'll talk strategy,who'll talk direction,someone who, when you hire them,you're buying their skills,their contacts,the whole ecosystem they've built around themselves.

02:28

You're actually buying a real partner.And with this kind of profile, in 90 per cent of the cases,they're not coming for the salary.

02:37

They're the kind of talents who'll come and tell you,"Well, now I need to take part in the company by becoming a shareholder." They're people who'll also tell you,"I need to stand out, whether through my experience or a different kind of leadership." And what I like to say is that I've already found my inclusive leadership.

02:59

Because right now, I love my job,I love what I do,finding hidden gems and connecting talent.

03:07

I see myself as a leader, but an inclusive leader,after all, it's like handcrafted tailoring, you know?

03:15

Something custom-made, high-end,that's the base.