Managing Internal Misalignment to Preserve Candidate Engagement

Challenge

We were retained by a global chemical manufacturing company to lead the search for a Senior Technical Sales Manager focused on specialty materials. The position was strategically important, tasked with expanding business across North America by targeting high-value industrial clients. It required deep technical knowledge of chemical formulations, a consultative sales approach, and the ability to collaborate closely with product development and operations teams.

At the outset, the hiring manager appeared aligned and enthusiastic. He was a senior leader in the organization and positioned himself as someone who would champion the role and support the new hire’s development. However, shortly after launching the search, we began to notice signals of internal friction. His responsiveness to our outreach declined, and his tone shifted during candidate feedback sessions. Initially chalked up to bandwidth, it became clear that he was growing increasingly disengaged from the process and was privately disillusioned with the direction of the company.

This presented a serious problem. The hiring manager’s attitude began to affect candidate experience. In interviews, he expressed negative sentiments about internal processes, implied that leadership was slow to act on strategy, and was vague about future growth opportunities. Candidates who were once enthusiastic began withdrawing after their meetings with him. In several cases, they shared that they were confused by the mixed messaging between what we had communicated about the company’s future and what they heard directly from the hiring manager. One finalist asked to be removed from consideration, citing concerns about leadership alignment.

The situation posed reputational risk for the company and could have easily derailed the entire search. It also required careful navigation to avoid further damaging the relationship between the hiring manager and their own leadership.

Solution

We addressed the issue directly, both with discretion and diplomacy. First, we engaged the company’s HR leader and flagged the impact the hiring manager was having on candidate perception. We shared anonymized candidate feedback and emphasized that although we respected internal challenges, any unresolved leadership friction needed to be kept separate from the recruitment process. It was essential for candidates to receive a consistent and honest—but still forward-looking—view of the company and its plans.

The company was receptive and appreciated our candor. We worked closely with the HR and commercial leadership teams to realign the messaging and ensure other senior leaders were actively involved in the process. We suggested that future interviews include an additional point of contact, such as a cross-functional peer or the regional commercial director, to offer a more balanced perspective and re-establish candidate confidence.

In parallel, we coached candidates transparently. Without undermining the client, we acknowledged that every organization experiences internal dynamics and growing pains. We encouraged them to ask questions of multiple stakeholders and form their own conclusions based on the full picture. This approach helped maintain engagement and trust.

Outcome

Despite the challenges, we successfully placed a strong Senior Technical Sales Manager who was energized by the opportunity and able to navigate ambiguity constructively. The new hire brought fresh perspective and has since been recognized for opening key accounts and bringing structure to client engagement strategies.

Internally, our early intervention helped the company reflect on leadership communication and prompted HR to take a more active role in talent-facing activities. The situation also served as a reminder that hiring managers play a pivotal role not just in selection but in shaping the narrative of their organization.

This case demonstrates the value of a proactive and honest search partner who does more than just deliver candidates. We act as guardians of the candidate experience and advisors in moments where internal misalignment could otherwise compromise an important hire. Managing talent perception with care and consistency is essential—especially when internal dynamics are in flux.