1. Drawing red lines before the conversation even begins
In my work as an executive search consultant, I often observe a phenomenon I call “The Exclusion Reflex.” Options are dismissed before any real exchange has even taken place - much like in politics, when coalition partners draw red lines at the start of negotiations and immediately narrow the space of what’s possible.
What’s surprising is this: many of the candidates who rule out opportunities early are actually open and interested in exploring a change - and many companies genuinely want to meet a broad range of strong candidates. But instead of saying, “Let’s talk,” I hear concerns, questions, doubts and with them, the first set of hurdles.
2. When candidates exclude too early
I always send interested candidates a detailed, multi-page position brief. It includes everything important about the role: context, team, challenges, culture, responsibilities, expectations, and conditions. So anyone who wants to take the next step already has a solid first impression of the company and position.
And yet, I often hear:
“What exactly is the salary package?”
“What long-term development opportunities exist?”
“I’m not sure the scope of the role fits me 100%.”
I understand the desire for efficiency. Basic criteria should align.
But before we’ve even spoken, it’s simply impossible to judge whether a role or company truly fits - neither professionally nor culturally.
What I often think is:
“You don’t need to know that yet. That’s why we have a conversation.”
Many people close doors before even looking through the doorway.
Some even say: “I don’t want to take your time if it won’t work anyway.”
And I think: “If I contacted you and suggested the role, then I am willing to invest the time. Just take the offer.”
3. Companies fall into the same trap
This phenomenon exists on both sides. When I present candidates to companies, I often hear:
“I’m not sure he has enough experience in that area.”
“She might not fit the culture.”
“I’m uncertain whether he’s strategic enough.”
And again my answer is:
“You can’t know that yet - just speak with the person.”
The goal isn’t to hire immediately. The goal is to meet someone who might be a strong fit. And it happens constantly: once companies do have the conversation, they’re often positively surprised - sometimes enthusiastic - and early concerns usually dissolve quickly.
And one thing I almost never hear is:
“That conversation was a waste of time.”
4. The cost of premature exclusion
An initial conversation carries no risk.
But excluding too early does.
For companies, it costs:
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potential dream candidates
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valuable new contacts, even if no hire happens
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insights that enrich the further search process
For candidates, it costs:
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experience and practice in another recruiting process
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information about how the company perceives them and how well they fit the respective role
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connections that may lead to referrals or other vacancies in the same company
And it costs something less visible: flexibility.
5. My recommandation
Before you exclude too quickly, ask yourself:
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What opportunity might I miss if I don’t even have the conversation?
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Which concerns are based on assumptions rather than real insight?
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Which unexpected opportunities in my life emerged because I stayed open?
You can always say no later.
But saying yes - or even just saying “let’s talk” - can change everything.
