How to Deal with the Dreaded Counteroffer

Previously on The Water Cooler, we explored ways to ensure that you come out on the winning end when making an offer to a candidate. But what happens when your top candidate receives a counteroffer from his or her current employer?

Counteroffers should be expected for exceptional candidates; as the market for top talent continues to tighten, companies are more willing to provide more incentives in order to retain their star employees.

The best defense against a counteroffer, though, is a solid offense. Today we take a look at the ways you can mitigate the risk of a candidate’s counteroffer acceptance. We’ll highlight a few signs that candidates aren’t in the process for the right reasons, provide tips to help them give notice and much more to allow you to put up the best offense possible and lessen the likelihood of an accepted counteroffer.

The Interview Stage: Be the company they can’t “break up” with.

Building a strong relationship between the candidate and your company is the first place to start if you want to avoid a counteroffer down the road.

Candidates sometimes accept counteroffers because it’s more difficult to “break up” with their current employer than say yes to a new one. By cultivating a relationship between candidates and your organization early, you begin to sway the relationship meter so that accepting a counteroffer means they will have to “break up” with you, too.

Candidate Counteroffer Executive Recruiting

The interview process is a critical time to truly get to know why your opportunity is the right one for your candidate. Structure interview questions to gain a better understanding of what a candidate’s current organization is not able to offer (outside of more compensation). Is your candidate looking for a management opportunity? Is the current organization a far commute? Does your company offer a stronger culture fit?

Asking these and other questions can help you determine what your candidate is interested in. If you know what candidates are looking for, you know the reasons why your opportunity is the right one for them and can reinforce these during the offer stage.

For candidates who need to give a long notice period to current employers, make sure you continue to cultivate the relationship prior to their official start date. Encourage their new team to take them out to lunch, and invite new hires to social activities at the office so they can become ingrained in your company culture early on.

The Offer Stage: Walk them through the process of giving notice.

When extending an offer to your candidate, always make it personal; rather than focusing on compensation, remind candidates about everything that your organization is able to provide that their current employer can’t.

Timing also plays a big role in whether your candidate will accept a counteroffer. Deliver your offer on Friday and set a deadline to accept. Eliminating business days between when you give your offer and when you reconnect with your candidate hinders the current employer’s ability to give a counteroffer. Ultimately, you want to make sure you have the last word, not the current employer, so schedule a time to follow-up with your candidate on Monday and cut down on the risk that you won’t hear back.

Many candidates are not experienced at giving notice, so you should also help them visualize the process by actually walking them through it. Ask what they think will happen when they give notice and if they expect to receive a counteroffer.

Surveys have shown that as many as 90% of professionals who accept a counteroffer end up leaving their employer within 18 months, so candidates may need to ask some hard questions about their current situation. Why is a current employer offering a raise or promotion now? Is the candidate only valuable when he wants to leave the organization for another opportunity?

Working with a search firm like 180one can be key at this stage, as a recruiting firm should be equipped to help candidates evaluate counteroffers and guide them through the tough questions that need to be answered before accepting.

Your candidate accepted a counteroffer. Now what?

Despite your best efforts, your candidate may unfortunately decide to accept a counteroffer. In that case, find out more about the decision to accept. Did the current employer offer more money? Did the counteroffer come with a senior title?

Make sure to be consultative, not defensive; you may ultimately lose the battle, but there is still a chance that you can change the candidate’s mind.

Extending offers on Fridays also helps maintain momentum in the process, as you can keep other candidates in your pipeline warm and potentially move onto your next top candidate if you need to.

While you can never eliminate the probability that a candidate receives or even accepts a counteroffer, you can mitigate the risk by having a great offense.
The interview process is an opportunity to build a relationship with candidates and ensure them that a move is the right next step in their career. In the end, keep a positive attitude. The stats show that candidates will likely leave their employers shortly after accepting a counteroffer anyway. Treat your top candidates well regardless of whether they accepted your offer; you could still come out on the winning end and hire them once they do decide to leave.

Want more insight? Check out our General Education section of The Water Cooler and explore topics ranging from candidate relocation to diversity & inclusion in the workplace and more.

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New Opportunity: Leasing General Manager

By Effie Zimmerman • September 16, 2026

Leasing General Manager ABOUT THE COMPANY With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, Papé operates across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is its commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, Papé believes in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. Papé Kenworth is one of the largest Kenworth truck dealers in the Western United States, providing sales, leasing, rental, parts, and service for medium and heavy-duty trucks. Founded in 2007 as part of Papé Group, the division supports commercial fleets and owner-operators with a commitment to maximizing uptime through exceptional customer service, expert technicians, and a network of locations across the West. ABOUT THE POSITION Reporting to the President of the Papé Kenworth business, the General Manager (GM) of Leasing will be responsible for all Papé PacLease company operations and performance. General areas of responsibility will include business planning, profitable business growth, asset management and profitability, vehicle maintenance standards, and the profitable sale of vehicles at the end of the leasing term. Additionally, this position will oversee the short term rental fleet and lease return sales, contract maintenance, rental performance, and financial and personnel management for this division. This role demands a strategic mindset, operational oversight, and a strong leadership presence to guide branch teams in delivering outstanding service, sales, and profitability. Essential Duties and Responsibilities Develop and execute the overall strategic plan for the leasing division, including revenue, profitability, fleet growth, operational standards, utilization, customer service, and retention. Establish annual and long-term business plans, budgets, forecasts, and performance goals. Drive revenue growth while maintaining disciplined control of expenses and operating costs. Manage fleet acquisition costs, depreciation, residual values, financing costs, maintenance expenses, insurance, and other major components of leasing profitability. Oversee the acquisition, deployment, utilization, maintenance, and disposition of fleet vehicles. Develop and manage processes and procedures for management and tracking of assets, including accurate visibility into lifecycle costs and total costs of ownership. Lead and develop the sales team and strategies for sales and customer acquisition. Establish a disciplined sales process, pipeline process, and forecasting. Ensure compliance with all applicable federal, state, and local regulations. Recruit, develop, motivate, and retain a high-performing leasing organization. Collaborate with dealership leadership to create a unified culture and operating strategy for the Leasing business. CANDIDATE PROFILE The ideal candidate brings a proven track record of successful management experience in commercial truck leasing or dealership environments. Key strengths include: Proven track record of successful management experience within the dealership or leasing environment. Demonstrated experience in developing teams, setting performance goals, and achieving sales targets. Experience developing and executing sales strategies that consistently exceed revenue and profitability targets. Experience leading and developing standard operating procedures for lease operations, asset maintenance and utilization, customer qualification, lease structuring and pricing, long-term leasing contracts, and customer communication. Preferred Bachelor’s degree is preferred, or equivalent combination of education and progressively responsible industry experience. 10+ years of progressive leadership experience in truck dealership or leasing sales and operations. Minimum of 5 years in leadership roles. Interested in Learning More? 180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Tom Haley/ 503.334.1350/ tom@180one.com .

New Opportunity: Chief Operations Officer

By Effie Zimmerman • August 13, 2026

Chief Operations Officer ABOUT THE COMPANY STUDSON is a fast-growing safety technology company based in Sherwood, Oregon, redefining industrial head protection. Founded in 2019, the company designs premium Type II safety helmets that incorporate advanced impact protection technology commonly found in sports helmets, helping construction and industrial workers get home safely every day. Driven by innovation and a strong mission, STUDSON is challenging a century of conventional hard hat design and is quickly becoming a recognized leader in the industrial safety market. ABOUT THE ROLE STUDSON is transforming industrial head protection through innovative technology, premium product design, and an uncompromising commitment to worker safety. Having established a strong market position and a solid operational foundation, the company is entering its next phase of growth. To support that growth, STUDSON is seeking a Chief Operating Officer to build the organizational operating system that will enable the business to scale while preserving the speed, innovation, and entrepreneurial culture that define the company today. Reporting directly to the Founder & CEO, the COO will be responsible for translating strategy into disciplined execution across the organization. While overseeing the company's operational functions—including supply chain, sourcing, planning, customer success, and quality —the primary mandate is broader: to create alignment, accountability, and repeatable processes that allow the organization to execute consistently as it grows. This executive will partner closely with every functional leader to improve cross-functional collaboration, strengthen decision-making, and establish operational processes that allow the business to move faster with greater clarity. Success will not be measured by maintaining operations, but by building an organization capable of scaling efficiently while delivering exceptional customer and financial outcomes. The ideal candidate is an experienced operator who has helped high-growth companies evolve from entrepreneurial organizations into disciplined, process-driven businesses without sacrificing agility or innovation. Essential Duties and Responsibilities Organizational Leadership & Operating Excellence Partner with the CEO to translate strategic priorities into company-wide execution plans. Design and implement a scalable business operating system that establishes standard work, management routines, visual performance management, and continuous improvement practices across the organization. Champion a culture of continuous improvement, equipping leaders with practical problem-solving methodologies that eliminate waste, improve execution, and increase organizational agility. Lead cross-functional process improvement initiatives that simplify workflows, reduce complexity, and improve quality, speed, and customer outcomes. Build management processes that improve alignment, accountability, communication, and execution across all functions. Develop an organization capable of scaling efficiently without creating unnecessary bureaucracy. Process Improvement & Business Scalability Lead the continuous evolution of business processes across the organization, leveraging existing technology platforms to improve execution rather than adding complexity. Standardize workflows where appropriate while preserving flexibility and entrepreneurial speed. Identify operational bottlenecks and implement practical solutions that improve throughput, responsiveness, and organizational effectiveness. Foster a culture of continuous improvement, disciplined execution, and data-informed decision-making. Supply Chain & Operational Performance Lead the end-to-end supply chain, including procurement, manufacturing partners, inventory planning, logistics, fulfillment, and customer success. Ensure operational capabilities support both current growth and future product expansion. Strengthen forecasting, inventory management, and S&OP disciplines to improve service levels while optimizing working capital. Build resilient supplier relationships and continuously improve quality, delivery, and cost performance. Cross-Functional Execution Partner with Product Development to ensure successful commercialization of new products. Collaborate with Sales and Marketing to improve demand planning, product availability, and customer responsiveness. Work closely with Finance to improve forecasting accuracy, margin performance, and operational planning. Support Human Resources in developing organizational capability, leadership effectiveness, and performance management. Business Performance Develop meaningful KPI’s and operational scorecards that provide visibility into company performance. Improve operational efficiency, gross margin, inventory productivity, customer satisfaction, and organizational responsiveness. Balance growth, profitability, and operational risk while maintaining STUDSON's commitment to quality and customer experience. People & Culture Build and develop a high-performing operational team grounded in accountability, collaboration, and continuous improvement. Create clarity around expectations, priorities, and decision rights throughout the organization. Help preserve STUDSON's entrepreneurial culture while introducing the operational discipline required for continued growth. IDEAL CANDIDATE Fifteen or more years of progressive leadership experience in operations, supply chain, or general management within a high-growth manufacturing organization. Demonstrated experience implementing or leading a business operating system such as Lean, the Toyota Production System, or a comparable continuous improvement framework that improved organizational performance and scalability. Strong understanding of operational excellence principles, including process mapping, root cause analysis, visual management, standard work, and KPI-driven performance management. Proven ability to build continuous improvement capabilities within leadership teams by coaching managers to solve problems systematically and sustain operational gains. Experience leading cross-functional business transformation rather than simply managing functional operations. Strong understanding of supply chain, sourcing, manufacturing, inventory planning, and customer operations. Proven ability to leverage an ERP and business systems to improve execution, reporting, and decision-making. Strong financial acumen with experience improving margins, working capital, and operational performance. Exceptional leadership presence with the ability to influence across functions and levels. Comfortable operating in an entrepreneurial, founder-led environment where adaptability, humility, and hands-on leadership are essential. Interested in Learning More? 180one has been retained by STUDSON to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .

New Opportunity: Director, Operations and Supply Chain

By Effie Zimmerman • August 7, 2026

Director, Operations and Supply Chain ABOUT THE COMPANY Warn Automotive (Warn Auto) is a world leader in driveline disconnect technology. Their heritage comes from making WWII surplus Jeeps easier to drive on the road with the first unlocking hubs. They continue today by making disconnects for cars, trucks, and SUVs around the world. These trusted technologies come from years of innovation and listening to customer needs. Warn Auto designs, tests, and manufactures best-in-class products and solutions focusing on our customers’ productivity, efficiency, and profitability. To do that, their teams collaborate worldwide to share knowledge, research, and resources, which have kept them strong and stable since 1925. Warn Auto is a Vehicle Service Group (VSG) company that is part of Dover Corporation ’s Engineered Products segment and is the holding company for some of the most trusted names in the vehicle service industry. ABOUT THE ROLE The Director of Operations & Supply Chain is responsible for leading all manufacturing, logistics, and supply chain functions for the Warn Auto business. This role drives operational performance, profitability, quality, and on-time delivery while fostering a culture of safety, continuous improvement, and employee development. Working closely with Dover and Vehicle Service Group leadership, the incumbent develops and executes operational strategies, leverages enterprise resources, and aligns teams, metrics, and processes to achieve business objectives and support long-term growth. KEY Responsibilities Oversee and direct overall production, including efficient use of equipment, materials, and personnel required to produce Tier 1 automotive products. As well as ensuring outgoing quality, safety, and compliance with customer, state, and federal regulations. Direct team of planning, purchasing, and shipping/ receiving personnel to stated strategy, goals, and objectives set forth by the organization. Ensure team is engaged and collaborating across all responsibilities. Including production planning, inventory control, purchasing, receiving, warehousing, and product shipping. Develops and implements policies and procedures, formulating manufacturing operations strategies, building and mentoring manufacturing employees, and driving business results. This includes ensuring quality equipment, materials and production standards, overseeing and maintaining manufacturing budgets and staffing to manufacture quality products that meet customer expectations in the most cost-effective manner. Partners with the executive team in developing business strategy and operating plans. Including leading the creation and implementation of tactical plans to achieve Strategy. Extending to production team leaders and team members through communications tactics, goal alignment, and performance management. Partners with key stakeholders to ensure Continuous Improvement and provide visible support and leadership for Lean initiatives. Drive continuous improvement projects such as lean, 5S, and visualization throughout the Warn Auto operations organization. Review and develop a strategic supply base in collaboration with quality, engineering functions, and the Dover Asia Pacific Office. Drive customer requirements and automotive standards to all suppliers with a focus on clarity and understanding. Including negotiation, review, and management of contracts for all procured goods, services, and capital equipment globally. Develop plans and lead critical supplier negotiations to ensure competitive pricing and terms aligned to strategic goals, automotive requirements, and customer expectations. Including assignment of resources (Dover Sourcing, VSG, APO, 3rd party, and Warn Auto Team) and clear guidance to ensure comprehensive negotiation targets are met across the entire supply base. Develop strategic direction, objectives, tactics, and supporting budgets, justification, and resource plans to ensure corporate growth and financial objectives are met. Includes collaboration with Warn Auto leadership team, VSG Leadership team, and Dover Corporate functions. Partner with sales, marketing, production, finance, and operations to align forecasts, production plans, and business priorities. CANDIDATE PROFILE A bachelor's degree in an applicable field from an accredited college or university is required. MBA is strongly preferred. Minimum ten years of operations and supply chain leadership experience in a manufacturing environment. High-volume critical operations such as aerospace and automotive are preferred. Rapid growth and transformation experience preferred. Effective at communicating, verbally and in writing, with all levels of stakeholders and coworkers Highly ethical, self-motivated individual with ability to work independently and/or with limited direction, as well as cooperatively in a team environment, while consistently demonstrating collaborative, respectful and productive work habits. Interested in Learning More? 180one has been retained by Warn Automotive to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .