What 2,500+ Interviews Have Taught Me About Leadership
After more than 30 years in executive search, I’ve had a front-row seat to thousands of careers. I’ve interviewed more than 2,500 people, from individual contributors to CEOs, and have watched people get promoted, plateau, change careers, get fired, and grow into exceptional leaders.
Over time, I started noticing patterns.
One of the biggest is that technical expertise gets people promoted, but it rarely determines how far they ultimately go.
This is particularly true in industries like construction, where people are often promoted because they are excellent project managers, estimators, superintendents, engineers, or operators. They know how to get things done. But being good at the work and being good at leading people are two different things.
The best leaders I have encountered consistently do a few things differently.
They build relationships before they need them.
Some of the biggest opportunities in our careers come through people we already know, whether a former boss, colleague, client, mentor, or friend.
Strong leaders intentionally invest in those relationships. They stay connected. They make introductions. They help people without expecting something in return. Over time, those relationships and the reputation that comes with them become some of their greatest professional assets.
They make people feel valued and create opportunities for others.
When I ask candidates about the best leader they have ever worked for, I rarely hear about technical brilliance. I hear:
“She believed in me.”
“He gave me an opportunity.”
“She listened.”
“He challenged me.”
“He had my back.”
The leaders who make the greatest impact aren’t necessarily the people who know the most. They are the people who leave others feeling seen, heard, valued, and more confident than they were before the interaction.
They also create opportunities for others. They recommend people. They make introductions. They give others visibility. They let someone else lead the meeting. They share credit.
I have come to believe that leadership isn’t about accumulating influence; it’s about multiplying it. A good question for any leader is: Whose career am I helping build?
They build trust through what they do.
Going the extra mile isn’t necessarily about working longer hours. It’s about doing the things people don’t expect but never forget.
Calling a client before they have to call you.
Owning a mistake quickly.
Giving someone difficult but honest feedback.
Following up after the project is over.
Helping someone even when there is nothing immediately in it for you.
These actions build trust and that trust creates opportunities, stronger relationships, and better businesses.
After 30 years and more than 2,500 interviews, I have learned that the people who build the strongest careers aren’t always the smartest or most technically capable people in the room. They are the people others trust. The people who make others better. The people who create opportunities for others. And the people others want to work with again.
Technical ability may get you promoted, but relationships, trust, and reputation determine how far you go.
