Every CEO, board member, or executive has said it: “I want the best talent. Only top performers. People who will drive our business forward.” And yet, almost always, the caveat follows—unspoken, but glaring: “…without changing anything, spending anything, or stepping out of my comfort zone.”

Let’s be real—top talent isn’t impressed by glossy brochures or a LinkedIn post with a CEO quote slapped on top. They judge your company on culture, visibility, authenticity, and credibility. Yet executives keep making excuses that actively sabotage the very outcomes they claim to want.

…But We Won’t Invest in Social Media

We want talent that’s digitally savvy and globally connected—but our employer brand barely exists online. LinkedIn posts from HR, a handful of generic videos, a dusty Careers page? That’s enough, right? Wrong. If you’re not visible where candidates are looking, you don’t exist to them.

…But We Don’t Have Time to Meet Our People

Employees should “just get it.” No time for leadership to walk the floor, meet teams, or understand what really drives them. Engagement? That will happen by osmosis.

…But That Role Can’t Be Flexible

Remote work? Flexible hours? Career breaks? Not here. We want people to “go above and beyond”—but only during standard office hours, in the office, under fluorescent lights, in a chair we didn’t invest in.

…But We Only Want People Who Think Like Us

Diversity of thought? Absolutely not. If your perspective doesn’t mirror ours, don’t bother. Creativity, innovation, fresh ideas—they must all fit neatly into our pre-approved box.

…But They Must Have Worked in Our Industry

Transferable skills? Please. Someone who has solved similar problems elsewhere? Not qualified. Experience outside our sector is a liability.

…But We Don’t Have Time for Feedback

Why ask employees what works when we already know? Engagement surveys are just for compliance anyway. If employees speak up, they’ll adapt—or quit.

…But Engagement Doesn’t Require Budget or Effort

Employees should be motivated, inspired, and loyal—without any extra investment, time, or genuine attention from leadership.

The result? The very talent CEOs claim to want is either too smart to play by these contradictory rules or too frustrated to stick around. Engagement drops. Retention plummets. Employer brand suffers. And the irony? All these “buts” are actively destroying the talent they claim to need.

The Lesson

Attracting top talent is not about aspiration—it is about action. Visibility, authenticity, leadership accessibility, and a willingness to invest time, energy, and resources are critical. Social media, executive presence, transparent communication, and a willingness to rethink old rules are essential. Top talent doesn’t just want a paycheck—they want an employer who shows up, invests in them, and walks the talk.

So if you really want the best talent, stop hiding behind your “buts.” Show up. Invest. Be visible. Be human. Because top performers don’t follow rules—they follow leaders who lead with purpose, authenticity, and courage.