In talent acquisition, you learn very quickly that hiring is not just about candidates. It’s about the ecosystems they come from—their previous organisations, their managers, and the leadership that shaped their professional journey.
And sometimes, you come across a situation that doesn’t just test your process—it exposes someone else’s.
An Incident That Perfectly Captures the Problem
Recently, I was closing a role that required standard compensation verification from a candidate’s previous organisation.
The candidate had cleared all rounds. The only step remaining was documentation.
However, he was unable to provide complete compensation proof because his previous organisation had not issued proper records for a salary revision. His last drawn salary differed slightly from what was mentioned in his original appointment letter, and there was no formal document reflecting this update.
To move forward responsibly, I reached out to his previous organisation.
Step 1: The First Call
I was given the contact of a senior individual.
From the very first interaction, the response was unexpectedly dismissive.
Before I could fully explain the situation, I was told—quite firmly—not to call again. I was redirected to another employee and instructed to message before calling them.
I acknowledged this and followed the instructions exactly.
Step 2: Silence
I messaged the second contact, clearly explaining the requirement.
There was no response.
No acknowledgement. No clarification. Nothing.
I waited an entire day.
Step 3: Following Up (As Any Process Requires)
The next day, I called.
The second individual answered, and I explained the situation again—professionally and clearly. He mentioned he would look into it and requested a day’s time.
I agreed.
I did not follow up again that day. No calls. No messages.
Step 4: No Response, No Progress
The following day, there was still no update.
No reply to my email. No message. No missed call returned.
Even the candidate confirmed that he had been trying to reach out internally and was receiving no response.
At this point, the process was stalled.
Step 5: Escalation (As a Last Resort)
Given the urgency of the role, I reached out again to the senior individual I had initially been told not to contact.
This was not my first choice—it was a last resort.
I explained the situation respectfully:
- That I had followed the process
- That I had attempted to coordinate with the assigned contact
- That there had been no response
- And that the role was time-sensitive
Instead of support, I was met with irritation.
I was reminded not to call.
I acknowledged it and ended the call.
Step 6: The Turn
Shortly after, I received another call.
I was asked whether I had messaged the assigned contact.
I explained that I had previously messaged and received no response, which is why I proceeded with a call.
I was then told to message again.
I did.
Step 7: The Escalation That Should Never Have Happened
A few minutes later, I was added to a group call.
What followed was not a discussion.
It was a one-sided confrontation.
I was accused of requesting a backdated appointment letter—something I had never asked for.
Every attempt to clarify was shut down.
I was not allowed to speak.
Every sentence I tried to complete was interrupted.
The tone was raised. The accusations were repeated.
He said that the second person has acknowledged my email, when in fact he hadn’t.
And the conversation moved from professional to hostile. As one might be aware, I’m not the most patient or polite person on the planet either, but I controlled to the best of my abilities.
Step 8: Aftermath and Documentation
After the call, I documented everything in writing.
I shared the exact email that had been sent.
I reiterated the actual request:
- The original appointment letter
- Confirmation of revised compensation
- A simple written note stating that the revision was implemented organisation-wide, which is why no letter was shared with employees
Nothing more.
No backdating. No alterations.
Step 9: The Realisation
Of course, the guy didn’t want to listen. He kept on saying that I stop messaging him. I informed him that as he had stated during our call — I had not received any acknowledgment from the second person’s side. To which he replied — and I quote — Unfortunately you heard incorrectly. Anyway, All the best.
Post this, he went on to block me on WhatsApp.
Shortly after, I received a call from him. So much for a man that has said he doesn’t want to talk to me. I didn’t pick up.
He goes on to unblock me and apologise for his mistake.
This absolute clown of a director. I hate being right to this extent, but typical men.
Experience Does Not Equal Maturity
Anyway, there is a common assumption in corporate spaces—that years of experience naturally translate into leadership maturity.
Unfortunately, that is not always true.
Because what this incident highlighted was simple:
- You can have years of experience—and still lack the ability to listen
- Process information accurately
- Communicate respectfully
- Or handle basic professional situations without escalation
And when that happens, experience becomes irrelevant.
There’s an interview of Shiv Shivakumar, the corner CEO of Nokia and Pepsico South Asia, where he goes — GenZ doesn’t respect grey hair. And he very rightly also explains why. The truth is, if you’re a fifty something person in a position of power and you think Gen Z or the younger Milennials don’t respect you — maybe look inward. Maybe you’re a joke of a leader that doesn’t deserve respect.
When Ego Replaces Leadership
Leadership is not tested when things are smooth. It is tested in moments of inconvenience.
A strong leader:
- Seeks clarity
- Enables resolution
- Supports process
A weak one:
- Reacts defensively
- Misinterprets intent
- Escalates unnecessarily
- And creates friction where none should exist
The Invisible Damage
The most concerning part of this entire situation was not the conversation.
It was the impact.
A candidate—fully capable, already selected—had been stuck for months, unable to move forward, partly due to lack of documentation and support from his previous organisation.
And situations like these raise an uncomfortable but necessary question:
How many careers are slowed down—not by lack of talent—but by lack of leadership? How is an executive director representing his organisation?
Professionalism Still Exists
It is also important to acknowledge that within the same system, there were individuals, for example Rohan, who remained professional.
Despite delays, communication—when it happened—was respectful.
There was eventual cooperation.
There was an attempt to resolve.
And that matters.
A Hope for Better Leadership
Leadership is not about authority.
It is about responsibility.
And when leaders fail to communicate, fail to listen, and fail to act with clarity—
They don’t just affect conversations.
They affect outcomes.
They affect people.
They affect lives.
Because at the end of the day—
Processes can be fixed.
Systems can be improved.
But leadership?
That requires self-awareness. A dud can’t lead a country.
And unfortunately, that is the one qualification no resume can guarantee.
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