Most companies underestimate how difficult it is to hire a CEO until they actually try to do it properly.
On paper, it seems straightforward — define the role, speak to candidates, and make a hire. In reality, CEO hiring operates in a completely different market. The strongest candidates aren’t applying, expectations are often misaligned, and the margin for error is high.
At this level, you’re not just filling a role. You’re making a decision that will shape the direction of the business for years. That’s why CEO recruitment requires a far more strategic and deliberate approach than most companies initially anticipate.
The Biggest Misconception
A common assumption is that visibility solves the problem — post the role, generate interest, and shortlist from there.
That might work for mid-level hiring, but it breaks down quickly at CEO level.
What typically happens instead:
- You get volume, but not quality
- Strong candidates don’t engage through ads
- The profiles that do apply are often not at the required level
The reality is simple: the best CEOs are already in positions. They’re not actively looking, and they’re selective about what they consider.
Where Most CEO Searches Go Off Track
The issue isn’t usually effort — it’s approach.
Many companies start the process without being fully aligned on what they actually need. Growth CEO, turnaround CEO, operator, strategist — these are very different profiles, but they often get bundled into one vague brief.
At the same time, compensation expectations are frequently underestimated. By the time the right candidates are identified, there’s often a gap between what the company is offering and what the market expects.
This combination slows the process down and narrows the pool even further.
What Actually Works
The shift happens when companies stop treating it like a standard hiring process.
A more effective approach is to focus on identifying and engaging the right people directly, rather than waiting for them to appear.
That usually means:
- Mapping relevant companies and leadership profiles
- Targeting individuals with proven commercial results
- Approaching candidates discreetly
- Assessing leadership fit, not just experience
It’s a more deliberate process, but it opens up access to candidates who would never come through a traditional route.
The Netherlands Adds Its Own Challenges
Hiring a CEO in the Netherlands comes with a few additional dynamics.
The market is relatively small at the top end, but highly competitive. Many companies are looking for leaders with international experience, especially those who can operate across Europe or globally.
There’s also a strong emphasis on cultural fit — leadership style, communication, and alignment with the existing team matter just as much as track record.
All of this makes the process more nuanced than it might initially appear.
Getting the Basics Right Early
One of the biggest advantages you can give yourself is clarity before starting.
Specifically:
- What is the main objective of the hire? (growth, stabilisation, turnaround)
- Do you need a hands-on operator or a strategic leader?
- What does success look like in the first 12–18 months?
- Is the compensation aligned with the market?
Without clear answers to these, even a well-run process can struggle.
Final Thought
Hiring a CEO isn’t about finding someone good enough — it’s about finding the right person for a very specific situation.
The companies that get this right tend to take a more focused and proactive approach, rather than relying on inbound hiring alone.
If you’re going through this, this breakdown is worth a look — it explains the process in a bit more detail:
