In times of crisis, decision-makers often appoint atypical candidates (i.e., women or ethnic minorities) as leaders, a phenomenon known as the “glass cliff.” Two online experiments (N = 607) with employees in Switzerland and France investigated whether media and stakeholder (i.e., third-party) attention toward the organization drives these preferences given that atypical appointments may be used to signal change. As expected, we found that atypical candidates were more likely appointed during a high third-party attention crisis compared to a low third-party attention crisis and a no-crisis situation. Third-party attention, however, had varying effects on female and ethnic minority candidates, illuminating the complexities of atypical leadership selections during crises. Against expectations, candidate choice was unrelated to the perceived importance of signaling change. Although this research provides causal evidence of the impact of third-party attention on atypical leadership selection, the underlying psychological mechanisms postulated by signaling theory need to be further explored.