Same Face, New Place: Leading Familiar Hires with Intent

There’s something oddly comforting about hiring someone you’ve worked with before. It’s like rewatching your favorite show—you already know how it plays out, the plot twists, and who delivers under pressure.

But in leadership, familiarity isn’t always simple. In fact, it can stir up more complexity than a printer on Monday morning.

A man wearing a black suit with his hands in the air. He has a box on his head with a painted smiley face.

Bringing in someone you’ve previously worked with can absolutely be a smart move. You know their work ethic, strengths, and how they collaborate. But it also opens the door to perceptions, assumptions, and a few awkward “uh-oh” moments—especially from the rest of the team.

Here are three real-life-inspired leadership moments that show just how different this decision can play out—and what to keep in mind if you ever find yourself in similar shoes.

Story 1: The Overcorrection

Jenny had recently taken on more responsibility and needed a manager to support her growing workload. She opened the position up to internal and external applicants and—sure enough—a familiar name appeared: Mark, a former employee she had worked with and respected.

She ran a fair process. Several peers sat on the interview panel, and they all agreed—Mark was the top candidate.

But when Mark started, Jenny found herself unintentionally going to the extreme. She was tougher on him than anyone else on the team. Why? Because she didn’t want even a whisper of favoritism. Praise was scarce. Critique came often. Mark probably felt like he was auditioning for a job he already had.

Jenny meant well—but the outcome was uneven. Her effort to prove she wasn’t biased led her to treat him differently anyway… just in the opposite direction.

Story 2: The Nostalgia Spiral

Sandy had a long-vacant manager role and was struggling to find the right person. After some time, she reached out to Ralynn, someone she had worked with in the past and trusted deeply.

Ralynn said yes, and the energy was immediate. They clicked right back into an easy rhythm, even finishing each other’s sentences. But their shared history started to bleed into team meetings. “Remember that project we did back in the day?” “That was classic us!” Over time, it started to feel like the rest of the team was watching two old friends catch up… every single day.

While their chemistry was strong, it unintentionally left others feeling like outsiders. The intention wasn’t to exclude—it just looked that way.

Story 3: The Balanced Approach

Marcus had an opening on his team and was running interviews when he saw Danielle’s name in the applicant pool. He had worked with her years ago and remembered her as a high-performer with a sharp mind.

He was upfront about their past connection but still ran a full interview process, bringing in a panel to evaluate all candidates. Danielle was selected—on her own merit.

From day one, Marcus made it clear this was a new chapter. There were no “remember when” moments in team meetings, no inside jokes. He helped Danielle integrate naturally into the team without making her feel singled out—or overly spotlighted. She built her own relationships, and the team saw her not as “Marcus’s old colleague,” but as a capable teammate with fresh value to bring.

Why It Matters

Leadership is full of judgment calls, and hiring someone you already know is one of the trickier ones. It might seem like a shortcut to success—but if handled poorly, it can end up feeling like a detour through a swamp.

You’re not just making a hire. You’re influencing team culture, perception, and trust.

Tips for Getting It Right

1. Treat them like everyone else. Avoid the urge to overcompensate in either direction. Be fair. Be consistent. Don’t give them extra slack—but don’t put them on a tighter leash either.

2. Mention your shared past, then move on. It’s fine to say, “We’ve worked together before.” Then let your actions show that it’s not the only reason they’re there.

3. Stay focused on the present—and the future. If every meeting turns into a throwback special, the rest of the team will start looking for the exit. Build new wins, new rapport, and a shared path forward.

4. Watch for signs of disconnect. If the rest of the team goes quiet when the two of you start reminiscing, that’s your cue. Pull everyone back into the conversation and ensure every voice has space.

5. Help them re-earn trust—publicly. You already know their capabilities. The rest of your team doesn’t. Give them opportunities to prove themselves, not just to you—but to the entire group.

Final Thought: Leadership Is in the Little Things

Hiring someone you know can work beautifully—or backfire faster than a potluck chili cook-off with no labels.

The difference lies in your awareness, your communication, and your intention. Lead with clarity, stay grounded, and remember: even the most familiar face deserves a fresh start—and so does your team.