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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.
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