[bartread]

> As a manager, you're thinking, "I'm taking a risk on this person. Will they be around here for our multi-year project vision?" Someone who job hops likely won't be around long enough for you to execute on the big picture and you'll be back to hiring/training a replacement too soon.

Exactly. Bringing someone onboard, getting them up to speed, training them, etc., is an investment, and one that you want to be confident of seeing a return on.

When it comes to leadership with lots of job changes I become even more wary: I start to wonder what kind of havoc somebody might have left in their wake and, with this stuff, often references only get you so far.

I find myself trying to figure out if I know anyone who's worked with them in the past so I can get a viewpoint from somebody who no longer has a dog in the fight.

There are sadly a minority of people out there who have a habit of changing jobs, with increasing seniority, just frequently enough that they avoid being "found out" whilst in role. I don't want to hire one of them.