Considering a Counteroffer? Here’s Why You Should Reconsider
June 13, 2025 – Over the past nearly two decades in executive search within the life sciences and healthcare industries, Leslie Loveless, co-CEO of Slone Partners, has seen firsthand the excitement that accompanies a new career opportunity. She has also seen how quickly that momentum can shift when an executive, poised to make a bold career move, suddenly chooses to accept a counteroffer from their current employer.
“Accepting a counteroffer may seem like a win in the moment,” Ms. Loveless said. “You’re being courted by two companies, your value is being recognized, and you may walk away with a new title and a pay increase. But in reality, accepting a counteroffer can lead to long-term consequences that can strain important relationships, quietly derail your professional trajectory, and damage your credibility in the market.”
The Immediate Fallout: Burned Bridges
When an executive backs out of an accepted offer to stay with their current employer, it sends ripples across multiple parties, according to Ms. Loveless. “First, it burns a bridge with the company that made you the offer—an organization that invested significant time, energy, and often considerable capital to bring you on board,” she said. “That trust is not easily rebuilt, and neither is the perception of your professionalism.”
It also strains relationships with executive recruiters like Slone Partners. “We serve as trusted advisors and advocates for both our clients and candidates,” Ms. Loveless explained. “When a candidate reverses course after accepting an offer, we feel the impact, and we’re left to repair the damage to our client relationship — a relationship built on integrity and mutual respect. The fallout can hinder future opportunities, both with the client and with recruiters who may hesitate to represent a candidate showing signs of wavering commitment.”
The Internal Impact: Damaged Morale and Trust
For the candidate, Ms. Loveless explained that accepting a counteroffer doesn’t guarantee a smooth course ahead. “Far from it,” she said. “Leaders and peers may view you differently, knowing you were prepared to leave.” Questions may arise: “Were they truly loyal?” “Will they try this again in six months?” That quiet doubt can impact team dynamics and erode trust, according to Ms. Loveless.
Leslie Loveless has nearly 20 years of healthcare and life science industry and executive search experience with Slone Partners. She joined the firm in 2007, became COO in 2014 and CEO in 2016. At Slone Partners, Ms. Loveless acts as the leader of the organization as well as the head of the executive search team. Her involvement with clients and candidates enables her to understand the key motivations of each. As CEO, Ms. Loveless’ focus extends to cultivating new business partnerships and expanding relationships with existing clients. Through her leadership, life sciences and biotechnology have emerged as the primary client base for Slone Partners.
“And if word gets out — as it often does — that you stayed because of a counteroffer, it may give the green light to others on your team to try the same tactic,” Ms. Loveless said. “Suddenly, the organization is managing a wave of internal instability, with employees actively seeking other offers so they can try to get a better deal. The result? A more unsettled and distracted workplace environment for everyone.”
Counteroffers Don’t Address the Real Issues
When executives consider leaving a role, it’s often about more than money. “They may be seeking a stronger cultural fit, greater growth potential, or more meaningful work,” said Ms. Loveless. “A counteroffer might solve the financial piece in the short term, but it rarely addresses those deeper motivations. And unless there’s a fixed-term contract in place, there is no real assurance the employee won’t soon begin looking for new opportunities again because the core reasons for wanting to leave haven’t been resolved.”
A Question of Professional Integrity
At the executive level, Ms. Loveless explains that how you manage your career speaks a great deal about your leadership character and credibility. “Seeking or accepting counteroffers can suggest a lack of loyalty, honesty, and sincerity, all red flags for colleagues, industry peers, and potential future employers,” she said. “It also undermines the kind of honest, straightforward, principled leadership that inspires confidence and respect in investors, boards, and teams.”
Some companies have a strict no-counteroffer policy, recognizing the long-term risks to morale and culture. Others do so selectively, hoping to retain top talent, but rarely does the outcome work as intended for both parties, according to Ms. Loveless. “If you’re an executive considering a career move, I encourage you to be transparent about your motivations and make a decision that aligns with your long-term goals,” she continued. “Once you commit to a new opportunity, honor that commitment. It’s not just about the role—it’s about your reputation, relationships, and integrity as a leader.”
Slone Partners is an executive search and talent advisory firm delivering visionary leaders and fractional talent who build and scale amazing life sciences and healthcare organizations. With a nationwide presence and global reach, they specialize in discovering and placing innovative leaders, including world-class board, C-suite, and upper management professionals. Recently, Slone Partners was included among Hunt Scanlon Media’s “Top 50 Healthcare & Life Sciences Search Firms.”
Related: Counteroffers in Focus: Risks, Realities, and the Road to Retention Success
Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor – Hunt Scanlon Media
