You've been there. The interview goes brilliantly. They walk you through their time at well-known fitness brands, describe culture transformations, and share impressive numbers. You extend the offer feeling great about it.

Six months later, membership hasn't shifted. Your best people are quietly updating their LinkedIn profiles. And you're sitting in another leadership meeting wondering how this "proven executive" can't seem to make any of it work here.

We see this pattern constantly. And honestly? The question you asked wasn't the problem. It's that polished answers and real leadership ability are two very different things.

The real cost of getting it wrong

A failed executive hire in wellness hits differently than in other industries. In tech, a mis-hired VP might slow product development. In wellness, it damages the relationships and culture at the heart of everything you've built.

The financial piece is obvious — recruitment fees, onboarding, severance, starting over. But that's actually the smallest price you pay.

The bigger cost is your people. In wellness, where staff join for purpose rather than a paycheck, cultural cracks spread fast. Your best instructors leave for competitors. Members sense when something's off. And while you're cycling through failed hires, competitors are seizing prime locations, launching new programmes, and growing the member base you should have captured.

One poor hire can set you back years in a market that moves in months.

What makes wellness leadership uniquely hard is the blend it demands — operational skill across multiple locations, financial discipline on tight margins, and a deep, authentic connection to the mission. You need someone who can inspire both the corporate team and the front-line instructors, balancing data with community. That's a rare combination, and it's why so many "experienced" executives still miss the mark.

Five behaviours that define 'Good Soul' leadership

After years of assessing senior leaders in this space, we've learned that true leadership shows itself through consistent behaviours, not titles, brand names on a resume, or how well someone interviews. Here are the five we look for, along with the questions that reveal them.

1. Growth mindset over industry pedigree

Strong leaders treat failures as learning opportunities. They can explain what they learned, what they changed, and they take responsibility without taking it personally.

Ask them: "Tell me about a strategy that failed and what you did differently next time." You're listening for specific changes, their thought process, and how that failure shaped their next decision. Be cautious if they default to blaming market conditions, other people, or timing — or if they can only talk about wins.

2. Builder mentality, not maintainer mindset

Builders create systems and programmes that outlast them. They develop people who thrive after they leave.

Ask them: "What systems or processes have you built that still exist today?" You want to hear about specific programmes, team structures, or operational improvements they created from scratch. If they can only point to managing things that already existed, that tells you something.

3. Servant leadership in action

Servant leaders develop their teams obsessively. They celebrate others' achievements and can tell you exactly where their former direct reports are now.

Ask them: "How did you develop your last three direct reports?" Listen for specific people, tailored development plans, and ongoing mentorship. Generic answers about training programmes or annual reviews without any real examples? That's a flag.

4. Data and intuition working together

The best leaders in wellness balance numbers with human experience. Too much focus on either side can hurt performance.

Ask them: "Tell me about a time when data and intuition conflicted. How did you decide?" You're looking for someone who can hold the tension, evaluate both sides, and find a creative path through. Be wary of anyone who positions themselves as purely a "numbers person" or purely a "people person." The best leaders are both.

5. Cultural architect, not just culture fit

Great leaders don't just fit into your culture — they build it. In wellness, culture drives member retention, instructor inspiration, and sustainable growth.

Ask them: "How would you develop our culture while keeping what works?" The best candidates will ask you questions first to understand what you already have before prescribing anything. If someone arrives with a standard playbook regardless of your environment, they're likely to repeat what they've always done rather than build something that works for you.

Red flags we watch for

A few patterns that consistently signal trouble: excessive name-dropping without specific achievements, inability to explain the tactical details behind their successes, criticizing former employers or teams, frequent job changes with similar titles but no upward trajectory, and being more focused on the title than the actual challenge of the role.

How to structure an interview that actually predicts performance

Most interviews mainly pick up on confidence and storytelling ability. Here's how to go deeper.

Before the interview

Start evaluating before they walk in. Spot how they communicate and whether they treat the interview process as important. Check their digital footprint — what do they post about, how do former colleagues describe them on LinkedIn? Request work samples if possible. You want to assess actual work, not just their description of it.

During conversations

Make sure you cover these three parts. First, go deep on measurable results — what metrics improved under their leadership, what did membership growth and retention actually look like? Second, present a real challenge your business faces and ask them to develop a 90-day plan. Watch their process more than their solution. Do they ask good questions? Do they identify the root problem? Strong executives think out loud, test assumptions, and acknowledge gaps. Third, have them meet team members at various levels. Watch how they treat everyone, from your PA to senior managers. Take them to lunch. These moments reveal character when people think nobody's watching.

After the interview

Make reference calls that get honest answers. Skip the standard questions and ask: "Would you hire them again?" and "What type of environment would they struggle in?" The most revealing question we've found is: "If I hire them, what should I know to set them up for success?" Framing it this way gives people permission to be candid about weaknesses.

The bottom line

Finding the right executive means looking beyond credentials to evaluate real behaviours. The leaders who make a lasting impact in wellness are the ones who put their teams first, think like builders, and treat culture as a genuine competitive edge.

Even if you only take one of these assessment techniques into your next interview, it'll help you see past the rehearsed answers and get a much better sense of someone's true potential.

And if you'd rather not navigate this alone — that's exactly what we do. We take the time you don't have to find good souls, ask the right questions, and do the deep work before you ever meet a candidate. If you're thinking about your next leadership hire, we'd love to talk.

Good Soul Hunting | A Search Agency With Soul