Thomas Grüske
Phone: +49 172 6349111
www.crowbell.com





If you need a machine and don’t buy it, you pay for it without getting it.

— Henry Ford

The same principle applies analogously to employees you need but do not have. An unfilled vacancy within an organisation can generate substantial opportunity costs every single day it remains unfilled. For example, what does an unfilled sales position mean in terms of lost gross profit in your organisation? Or a project that is delayed, or even has to be abandoned altogether, due to a lack of staff? If a position remains vacant, what impact does this have on your customers, your prospects, the team, and the company as a whole? Every role within an organisation affects business performance even an administrative position that relieves others, enabling them to focus on more business-critical tasks.

Crowbell is engaged by companies for whom filling open positions cannot be achieved through database searches or social networks alone. Instead, these situations require the targeted identification of individuals with both professional and personal fit, direct and personal outreach, thorough qualification, and motivation to move to a specific potential new employer. For roles that could not be filled with sufficient quality, within a reasonable timeframe or at all without such a targeted approach, our involvement leads to placements that are not only faster and of higher quality, but ultimately also more economical.


If you would like to learn more, simply reply to this email or contact me directly at +49 172 6349111.

 

When “General Manager” does not necessarily mean “General Manager”

Hi ,

From time to time, an interesting tension can be observed in the market for leadership roles:


Positions with a clear executive title and strategic responsibility are published via RPO models, job platforms and broad-based postings. In some cases, through channels whose primary purpose is visibility rather than selection.

This does not only change the search process, but also the implicit expectations attached to the role. Positions that formally suggest entrepreneurial responsibility are, in practice, often treated as operational business unit functions. Selection follows structure, not the other way around.


That is a consistent approach, at least when reach takes precedence over contextual assessment.

Our experience shows, however: The greater the actual impact of a role on organisation, results and direction, the more limited the value of highly standardised search processes becomes. In such cases, quality rarely emerges from volume, but from precision.


The question, therefore, is less:

“How many potential candidates do we reach?”


And more:

How many of them are truly willing and able to fulfil such a role in an entrepreneurial sense?

Especially when it comes to leadership roles, this is a question worth asking early on.


Best regards,

Thomas


 
 
Crowbell Ltd.
1621 Central Avenue
Cheyenne, Wyoming 82001