Same Goal, Different Game: Two Clients, Two Outcomes
One client doubled down on control, the other on trust. Only one created a foundation for real growth.
TJ Kastning
π·ββοΈ Both wanted great hires. Only one got there without chaos.
Letβs talk about two real clients.
Client A: The Controller
Client A came to us because they were tired of making bad hires. They wanted help, fast. But the moment we kicked off, they began steering the ship.
- βOnly send us local candidates.β
- βDonβt talk to candidates before we do.β
- βOur team doesnβt do structured interviews.β
They hired us for recruiting. But what they really wanted was staffing on their terms. Their rules. Their timeline. Their methods.
The result? A fractured process full of confusion. Candidates got mixed messages. Feedback loops broke. Interviewers ran wild without alignment. Offers stalled. Strong candidates dropped.
They didnβt hire badlyβthey just hired painfully. And they burned relationships in the process.
Worse still, this control mindset wasnβt isolated to hiring.
The way they treated us mirrored the way they led internally:
- Reactive and rigid.
- Top-down decision-making.
- No space for partnership, nuance, or truth-telling.
And it showedβlow retention, high turnover, and a trail of frustrated employees.
β οΈ The Commercial GC Trap
This is especially common with large commercial general contractors. They think itβs smart business to engage a handful of recruiting firms at onceβon their terms:
- Mandated processes.
- Fixed formats.
- No room for each firmβs unique approach.
What actually happens?
- Every firm gets flattened into the same generic model.
- Unique capabilities get discarded.
- Firms operate outside their zone of excellence.
- And nobody does their best work.
The GC thinks theyβre maximizing options. In reality, theyβre diluting all value and devaluing themselves as a client. It becomes compliance-based vendor work instead of strategic partnership.
And then they wonder why they canβt attract top talent.
They have more leverage than is good for them.
Listening skills have eroded. And the cost is showing up in their teams, their hires, and their culture.
Thatβs why we donβt work with large commercial GCs who don’t listen.
Itβs not personal. Itβs just not effective.
Client B: The Partner
Client B also wanted to avoid bad hires. But they started by asking smart questions:
- βHow do you prevent mismatches?β
- βWhat does a strong interview process actually look like?β
- βHow do we know if weβre part of the problem?β
They evaluated our process before hiring us. Vetted our systems. Then stepped back and let us run point.
When we sent feedback forms, they used them. When we proposed interview strategy, they adopted it. When we raised red flags, they listened.
π£οΈ βThe Ambassador Group team brought success to ours in many more ways than just finding the right person for the job. Their thorough process really defined what we needed in our candidates and our company to propel our growth.β
β Mike Aalgard, GM, Louis Ptak Construction
π£οΈ βWe didnβt just fill a roleβwe matured as a leadership team. Thatβs what great recruiters do. They hold up a mirror. I never expected to think so much.β
And just like with us, their leadership posture showed up everywhere else.
- Clear expectations.
- Honest feedback loops.
- Empowered employees.
- Team alignment on decisions.
They didnβt just make a good hireβthey created the conditions for that hire to thrive.
Hiring Is a Mirror
Every client teaches us something.
Some treat hiring like a transaction and struggle with the same control patterns that wear down their team.
Others treat it like a partnershipβand lead in a way that unlocks performance across the board.
The recruiter relationship is often your canary in the coal mine.
If you donβt trust experts, delegate without clarity, or resist outside insightβit probably shows up internally, too.
Take the next step
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2οΈβ£ Walk you through our process
3οΈβ£ Decide together if weβre a fit
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