An entrepreneur recently faced criticism on LinkedIn after sharing a post about a job candidate who abruptly disappeared after working with him for two days. The entrepreneur, identified as Kiran Shah, had previously gone viral while searching for an Entrepreneur-in-Residence (EIR). Following that, he reviewed nearly a thousand applications and shortlisted a confident and promising woman who came close to being selected.
According to his account, the process began with a formal interview, which left him impressed. Believing practical exposure would help the candidate understand the company’s operations better, Shah invited her to Noida for an on-site visit. They took an early morning flight to Delhi, drove to the plant, and spent the day immersed in work—from factory tours and product tastings to detailed discussions with the team and evening meetings. It was a demanding yet productive day, and the next morning, they continued at the plant, reviewing processes and operations before flying back to Mumbai late at night.
Though exhausted, Shah felt genuinely optimistic about her potential. He described the interaction as high-energy, constructive, and inspiring, convinced that she was uniquely suited for the role. However, after that trip, communication stopped completely. Two days passed with no message or call from her. When he finally reached out, she responded that she was simply tired.
Shah acknowledged that fatigue was understandable, but emphasized that communication remains essential. He pointed out that both parties had invested significant time and energy, but for founders, such long and intense workdays are the norm. In his view, entrepreneurship demands resilience — constant problem-solving, quick decisions, and an unwavering sense of responsibility. He argued that leadership requires consistency, not withdrawal, even during exhaustion.
He went on to say that while being tired is natural, choosing silence is unprofessional. For him, this distinction marked the difference between mere interest and true ownership. He concluded by encouraging candidates to stay communicative and urged hiring managers to reciprocate respect by not ghosting applicants themselves.
However, his post didn’t receive the support he expected. Many LinkedIn users found his tone dismissive and self-congratulatory. One commenter stated that the woman was an employee, not an entrepreneur, and should not be compared to someone building generational wealth. Another user criticized his remarks about “ownership” and “founder mindset,” calling them exaggerated and unnecessary. Some argued that the candidate likely realized the role wasn’t right for her and simply chose to step away before any formal offer was made.
Several commenters also questioned whether her silence truly counted as ghosting since Shah had contacted her only once and received a response. Many agreed that while communication matters, expecting startup-level dedication from a candidate still exploring a position was unfair. Ultimately, the debate sparked a larger conversation about professionalism, boundaries, and mutual respect in hiring dynamics.
As per LinkedIn, the entrepreneur Kiran Shah is an alumnus of IIM Lucknow.
According to his account, the process began with a formal interview, which left him impressed. Believing practical exposure would help the candidate understand the company’s operations better, Shah invited her to Noida for an on-site visit. They took an early morning flight to Delhi, drove to the plant, and spent the day immersed in work—from factory tours and product tastings to detailed discussions with the team and evening meetings. It was a demanding yet productive day, and the next morning, they continued at the plant, reviewing processes and operations before flying back to Mumbai late at night.
Though exhausted, Shah felt genuinely optimistic about her potential. He described the interaction as high-energy, constructive, and inspiring, convinced that she was uniquely suited for the role. However, after that trip, communication stopped completely. Two days passed with no message or call from her. When he finally reached out, she responded that she was simply tired.
Shah acknowledged that fatigue was understandable, but emphasized that communication remains essential. He pointed out that both parties had invested significant time and energy, but for founders, such long and intense workdays are the norm. In his view, entrepreneurship demands resilience — constant problem-solving, quick decisions, and an unwavering sense of responsibility. He argued that leadership requires consistency, not withdrawal, even during exhaustion.
He went on to say that while being tired is natural, choosing silence is unprofessional. For him, this distinction marked the difference between mere interest and true ownership. He concluded by encouraging candidates to stay communicative and urged hiring managers to reciprocate respect by not ghosting applicants themselves.
However, his post didn’t receive the support he expected. Many LinkedIn users found his tone dismissive and self-congratulatory. One commenter stated that the woman was an employee, not an entrepreneur, and should not be compared to someone building generational wealth. Another user criticized his remarks about “ownership” and “founder mindset,” calling them exaggerated and unnecessary. Some argued that the candidate likely realized the role wasn’t right for her and simply chose to step away before any formal offer was made.
Several commenters also questioned whether her silence truly counted as ghosting since Shah had contacted her only once and received a response. Many agreed that while communication matters, expecting startup-level dedication from a candidate still exploring a position was unfair. Ultimately, the debate sparked a larger conversation about professionalism, boundaries, and mutual respect in hiring dynamics.
As per LinkedIn, the entrepreneur Kiran Shah is an alumnus of IIM Lucknow.
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