Will They Accept? A Search Health Check

The "Succession Ghost" Check Has the panel explicitly agreed on the 3 core outcomes for Year 1, or are we still debating the "profile"?

Stakeholder Sync Does every interviewer understand their specific role in the loop (e.g., "Assessor" vs. "Closer") to avoid a fragmented candidate experience?

Internal Obstacles Have we resolved the internal candidate question? When this is unclear, external candidates experience delayed feedback, vague timelines, and a loss of momentum — signals that top talent reads as disinterest, often prompting them to withdraw or accept competing offers.

The "Why Now" Stress Test Has the candidate identified a specific "pain point" in their current role that only this new position can solve? (If not, they are likely a counter-offer risk).

Ego vs. Intent Can we cite evidence of the candidate's interest beyond just "good chemistry" in interviews? (e.g., Have they reached out with follow-up questions or requested additional data?).

The "Stretch" Factor Does this role offer the candidate a challenge they haven't conquered yet? (If it's a lateral move with just more money, the risk of boredom or withdrawal is high).

The "Kitchen Table" Conversation Has the candidate discussed the specific commute, travel requirements, or relocation with their spouse/partner?

Timing Conflicts Are there any "golden handcuffs" (unvested equity, upcoming bonuses) or personal milestones (weddings, graduations) that could derail a start date?

Comp Alignment Have we moved past "expectations" and confirmed their hard floor for base, bonus, and equity?

The Velocity Check Has the candidate been contacted since the last interview — with a status update, timeline expectation, or temperature check — so they aren't sitting in silence?

The "Pulse" Owner Is there a designated person (Hiring Manager or TA) keeping the candidate "warm" with unofficial updates during internal approval delays?

Negative Recruiting Have we been upfront about the realities of the role? For example: is the technology leader inheriting legacy code and maintenance, or truly building new? Does the sales role include self-prospecting and proposal writing, or is there functional support? Are there culture challenges — a team in transition, leadership turnover, or organizational debt — that the candidate should be processing now, not discovering after day one? If the candidate hasn't pushed back on anything, they may not be fully engaged with the reality of the position.