I remembered a story. One of those stories that stays with you forever.

I was recruiting a CEO. The company had an exceptionally high bar, both for competence and for "DNA fit." We interviewed dozens of candidates. Something was "off" with every one: too political, too operational, or good but without that spark. Then it happened. A candidate arrived who fit the role perfectly. Powerful, energetic, with the right experience and deep motivation. He passed every stage beautifully.

Only one step remained: references. The owner insisted, "Absolutely—and only honest ones!"

I called. And heard something I never expected: "Difficult person. Left after a scandal. Confrontational. We had major problems. I don't recommend him."

I went quiet, then asked three or four follow-up questions. With every answer, I felt the conversation moving further into emotion and away from facts. The comments were more about a "sense of injustice" than professionalism.

I hung up and sat down to think.

Why I Didn't Believe the References

Yes, you don't ignore feedback like that. But you don't turn it into a verdict either. Over the years, I've seen far too many former employers:

  • downplay achievements when the separation was painful;
  • shift responsibility for their own mistakes onto the person who left;
  • give neutral feedback in a tone that makes it sound as if the person robbed someone;
  • remember only the bad because the good now feels like it was simply expected.

And often, a person truly burns out in one company… then flourishes in another. Culture, management style, and trust matter far more than we like to admit.

What I Did

I went to the owner and told him everything as it was: "The references are bad. But everything I've seen with my own eyes tells a different story. If you had seen how teams talk to him, how he analyzes situations, how he holds the strategic frame, you would bet on him too."

The owner paused and said, "Fine. But if you're wrong, it will be on your conscience."

I wasn't wrong.

Two Years Passed

That CEO is still with the company. He built a strong team, brought the business into profit, and, most importantly, created a transparent, mature relationship with the owner. He isn't "flawless." But he is the right person. In the right role. And in the right culture.

And Now, My Conclusion

References aren't the ultimate truth. They're one piece of the mosaic. They can help you ask better questions. They can reveal how someone behaves under pressure. But they can't answer the main question: will this candidate succeed with us?

And you know what's most interesting? Precisely because others didn't hire him, he ended up with us.

Do you trust references? Or do you always check for yourself?