The offer is not the handshake.
You have found the right person, but the final mile is where most deals collapse under the weight of vague expectations or misaligned reality. This node helps you navigate the final negotiation, so both sides are entering a working relationship, not a one-off transaction. If this is you, start by writing one paragraph in the box below about the candidate you are trying to close and what you fear might make them walk away.
Then answer this, in writing: what is the one thing about this role that they might find frustrating in month three, and have you been honest about it?
How it works
Surface the friction
Identify the likely deal-breakers before they become issues in the first 90 days.
Align incentives
Ensure their personal goal matches the company’s objective for this role.
State the reality
Strip away the "everything is perfect" pitch; explain exactly what they are inheriting.
Secure the commitment
Move from "we want you" to "we understand the work we are agreeing to do together."
Start private planning
01 THE HANDSHAKE LANE
Lane A: Friction
Be blunt. Action: Write down the top three potential frustrations for this role and ensure the candidate has heard them explicitly.
Lane B: Incentives
Match goals. Action: Ask the candidate: "If you are successful here in six months, what does that look like for your career?" and listen to the gap.
Lane C: The handshake
Finalise. Action: Agree on the first major milestone of the role before they join; remove the ambiguity of the "onboarding" phase.
02 THE MATHS NOBODY PUTS ON THE PAGE
The cost of the vague close: "Selling" a role by masking the reality creates a performance mismatch. You pay the cost in the candidate feeling misled, which leads to a resignation or a disengaged employee within the first six months.
The value of the honest handshake: Clear, explicit friction points create immediate psychological safety. It signals that you value their competence more than their temporary agreement, which is the basis for a sustainable professional partnership.
Case Example: How the engine thinks
YOU: I’ve found a great senior hire, but I'm worried about the salary gap and the intensity of the work. I want to keep the "vibe" good so they sign, but I fear they’ll burn out fast.
JAMES: You are not closing them, you are compromising your future. If the work is intense, say it. The "vibe" does not survive the first deadline; reality does. Tell them the truth, agree on the first hurdle, and see if they still want to shake hands.
About James
I spent twenty years in international recruitment. I have no commercial interest in your exit; I am a single operator providing the resource I wish I had for my own transitions.
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