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Acquiring the right talent or obtaining the correct career move can be a little arduous and daunting method for anyone. Moreover, when you work in a high-profile industry or sector and are looking for a unique set of specialist skills, the process becomes even more difficult. Hiring new workers can be a time-consuming and costly process for companies, making significant resources but rarely provides any guarantees. Moreover, employers understand completely the importance of top talent, who can accelerate their company forward and increase profits. On the other hand, the Human Resource department faces a challenging task in ensuring a steady flow of talent into the business while also hiring individuals who are suitable for the job and culture of the organization.
Read the full article at: www.hrcsuite.com
Thanks to the pandemic, we have a once-in-a-lifetime reset on the way we work. After a forced evacuation from workplaces in March of 2020, 50% of employees now say they don’t want to go back to the office full time. The bird is out of the cage. We have tasted freedom — freedom from commutes, freedom from mandated “face time” at the office and too much air travel for work. We now know what’s possible. We can work and get our jobs done more efficiently working remotely than we ever imagined possible. For many employees, being forced to go into the office every day is now a dealbreaker. More than a quarter of those surveyed in a recent McKinsey study said they would consider switching employers if their organization returned to fully on-site work. Many of us in the field of organization and leader development didn’t see this coming. But hybrid work, it appears, is here to stay.
Read the full article at: www.forbes.com
What if all this while you’ve been applying for the wrong jobs, and that’s the reason your job search has not been working? Sure, after so many late-night resume revisions without any job offer to show for it, it can be tempting to wonder if getting a new job is even possible for you. But, the problem might be that you’re trying to fix the wrong thing. One classic mistake I see often from high-achievers in a variety of industries is that they’re applying for the wrong jobs, and they don’t even realize they’re doing it. Instead, they focus on fixing things like their resume, not knowing there’s another reason they’re not getting interviews or job offers. Or worse, if they are getting interviews and job offers, they have a higher risk of landing a new job with the same problems that motivated them to search for another job in the first place because they’re applying for the wrong positions.
Read the full article at: www.forbes.com
There’s good news and bad news in the fight for gender equality in Corporate America. The good news: according to a new Korn Ferry study, the percentage of female executives (identified as vice president and above) has risen considerably in the last five years, from 31 percent in 2016 to 39 percent in 2021. The bad news: The Covid pandemic has been devastating for women on the rise to roles for the future, and there are still far fewer women executives than men in the C-Suite overall. This is particularly woeful in general management overall and in many key functions and industries, more specifically. In many instances, setting out to simply hire more women executives won’t alleviate the gender gap at the top of organizations.
Read the full article at: chiefexecutive.net
As we have mentioned in other articles, leadership teams are not and should not be like any other team in an organization. Knowingly or unknowingly, they create the conditions for their organizations to either thrive or flounder. Because the stakes are so high it is absolutely critical for CEOs to get the composition right. Executives at many companies rise the ranks in large part because of their past accomplishments and functional expertise; sales results for the head of sales, successful product launches for the CMO, balance sheet and capital raises for the CFO, technological innovation for the CTO. Advancement is also often a reward for putting in hard work and years of service or forming the necessary political bonds with the right senior influencers. Functional track record, work ethic and relationship skills are important for any senior executive, but are insufficient when an executive is asked to be part of an effective senior leadership team.
Read the full article at: chiefexecutive.net
Whether you own your own business or work for a large company, the hiring process is one that causes stress across the board. Many of my clients worry that they won’t be able to find the best person for the job. Someone who not only has the skills that the job requires, but an employee who will be highly engaged and a good fit within the company culture. So how can you go about finding the right person for the job? According to Workonic, more than 73% of the candidates today are only passively seeking a job and over 86% of the employees that are perfect for a position in the company are recruited by other employers. If 86% of the employees that are perfect for your position are being recruited by someone else, you can’t afford to overlook the fact that you’ve got to sell why you would be a great employer. If you don’t, the top talent will go work for someone else.
Read the full article at: michaelhyatt.com
What does it mean to project good leadership over a computer screen? Over the last year, digital communication has become the bedrock of our work lives, whether we like it or not. With the global pandemic forcing many of us into long term remote work arrangements, we can no longer fall back on physical body language to showcase our best traits and distinguish ourselves from our colleagues. Whereas we used to score points with our innate charisma or a freshly ironed suit, it’s become harder to subliminally communicate our best traits — what I call “executive presence.” How are we supposed to convey confidence and integrity over video calls without looking like a try hard?
Read the full article at: medium.com
Even in the best of times, job hunting can be daunting, challenging and stressful. It can can wreak havoc on your emotional state and self-esteem. Is a positive executive job search experience even possible for most people? As I write this, we’ve been dealing with the pandemic for one year. Along with the many hardships we’ve all faced over the past year, if you’re job-hunting you’ve got that much more additional stress. It’s difficult to keep a positive mindset when you’re job hunting because – unless you’re very lucky – you’ll face at least some rejections. You’ll get your hopes up when you seem to be sailing through the interview process for a job you covet, only to learn they’ve chosen someone else . . . if you even do find out. The drastic ups and downs can take a toll on even the most upbeat person, and may cause you to carry negativity with you, as you network and interview.
Read the full article at: executivecareerbrand.com
While leadership styles vary from person-to-person, great executives share a number of common, observable behaviors that support their success. 20 Characteristics Most Successful Senior Executives Have in Common:- They are competitive. They approach every business situation as a competition.
- They are dedicated to continuous improvement. They do not settle for "good enough" for their own performance or the performance of their teams. They hold themselves accountable to learning, growing and improving, and they appreciate this behavior in their team members.
Read the full article at: www.thebalancecareers.com
Generation Z, or Gen Z, are true digital natives. They’re born between 1995 and 2010, and they’ve been exposed to the internet, technology, social networks from the earliest of their youth. They’re quite comfortable with modern workplace trends and can adapt to them with much ease and dexterity. As global connectivity sees a rise, generational shifts can play a crucial role in setting hiring standards. There could be plenty of hiring options, and a possible conflict between hiring more established millennials and Gen Z that are just entering the workforce. To resolve such conflict, recruiters could look at how well these two generations are when it comes to productivity and dealing with workplace distractions. A study from Future Workplace commissioned by Plantronics Inc. revealed that 35 percent of Gen Z are comfortable with using headphones so that they can deal with distractions. In addition, about four in ten Gen Zers can relocate to comfortable spaces like cushions to work.
Read the full article at: www.hrcsuite.com
When you think of those in CEO and other C-level positions, you probably imagine the household names that started million and billion-dollar companies. You probably also think that unless you started your own enterprise, you could ever reach the level of CEO, COO or similar. The fact is, this isn’t true. There are a number of career routes that can lead you to the top leadership positions, which of course aren’t limited to only the CEO. The C-suite and roles that sit within it are evolving as the modern workplace changes in line with technology and the ever-changing requirements of a 21st-century workforce. The current likely roles to be found in C-suites include: - Chief Executive Officer
- Chief Operating Officer
- Chief Innovation Officer
- Chief Human Resources Officer
- Chief Marketing Officer
- Chief Technology Officer
- Chief Information Officer
- Chief Sales Officer
- Chief Data Officer
- And many more.
We’ll take a look at the many routes to roles in the C-suite, and the many ways you can reach the highest rungs of the career ladder.
TRADITIONAL PATHS The Tenured Executive: This path is traditionally the most usual route to C-suite roles. Those who tread this path have been with the organization for a long time, often over a decade. During their career, they will have gained institutional knowledge, experience, and been promoted up through the company into more responsible and demanding roles - until the only place left to go is into the C-suite. The key to this path is patience. These days it is more common for people to move around to achieve their career aspirations, especially if their employer’s timeline isn’t fitting in with their own career goals. The Free Agent: In this case, outside appointees are recruited directly into the C-suite. A free agent is almost always sought after by organizations to lead change due to pressure from investors. In most cases, the organization that procures the services of a free agent does so because the existing executives do not have the skills or experience needed to support the organization. To be successful as a free agent, one needs to be worth the risk of being selected as an outsider, have the necessary skills required of someone at such a high level of seniority, and have a track record of success. The Leapfrog Leader: This is where a member of an organization is promoted to a top role from two or more levels below in the organization. Expected successors are bypassed, and leaders of such organizations are taking a risk on potential and generally rewarding leaders who have proven themselves resourceful, wired for change and reinvention. This is a rarer method but does happen occasionally. There is the danger of upsetting other high-ranking leaders within the organisation by appointing high-ranking executives in this way. NON-TRADITIONAL PATHS The Consulting Path: About 5% of CEOs over the last 10 years used to be management consultants. Even though this represents an unconventional career trajectory, one 10-year study shows that companies run by a consultant-turned-CEO perform 20% to 30% better compared to their counterparts. Interim to Permanent: This is another less traditional path to the C-suite, although it is one that we’ve seen becoming more frequent over time. Of 1200 interim placements made since 2002, we have seen an astonishing 50% of interim placements become permanent. This figure is likely helped by the flexibility we offer. With us, any initial interim management agreement can be turned into a permanent position at any time of the interim management contract. Executive Investors to Permanent: This path is also less common that other routes. As an Executive Investor you will have devoted money, time and expertise to your portfolio. When the opportunity arises to move into a C-suite position within one of your investments, you are able to hit the ground running thanks to your in-depth knowledge and experience in a way that other external candidates couldn’t. In conclusion, it is fair to say that the non-traditional paths are becoming less non-traditional. Either way, there are certainly plenty of options for individuals to rise into the highest rank of an organisation, and to do so in a way that ensures they are well-equipped for the demands of such an important and integral leadership role.
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The only way to win in a post-Covid-19 world is to relentlessly focus on creating the best team possible. This has always been important during periods of economic contraction and business uncertainty. The difference now is that the rewards and the risks have never been greater. Covid-19’s disruptions, a shortage of in-demand talent and millennial-led trends will force a permanent rethinking of how companies are structured. The organizations that can do more with less — by attracting better talent and better engaging them — will likely see massive productivity improvements when compared to the average company, where 60 percent of the company is not engaged or actively disengaged. The most adaptive organizations are thinking about talent in the same way they think about their ideal customer. Companies spend significant time and money working to understand the customers they want to attract and finding ways to reach them. The best possible hire you can make today does not need your job, and they will not seek your company out to sell themselves. They expect to be sought out and sold.
Read the full article at: www.entrepreneur.com
Gone are the days where the CFO title was synonymous with a shy number cruncher tucked away in a distant (and lonely) finance department. The ideal business partnership now involves striking the balance between an extremely ambitious, fearless, go-getter CEO coupled with an equally grounded strategic CFO. Each position has a distinct and crucial role that they play within the company. As someone who has played the role of both CEO and CFO, I believe the most successful businesses enable these two roles to balance each other and collaborate together. A CEO leads with a vision, but visions don’t come without a cost. As the business environment continues to fluctuate and many industries are becoming more competitive, each and every decision a CEO makes must be analyzed from differing perspectives. Informed viewpoints increase the likelihood of making the soundest decisions possible. That’s why CFOs now find themselves working alongside their CEOs, applying their financial knowledge of the company to ensure feasibility of strategic decisions. Naturally, a new and active dynamic has developed between both roles, where the CEO steers the company in a certain direction while the CFO hits the breaks in financially unsound territory.
Read the full article at: strategiccfo360.com
Interpersonal skills, empathy and resilience are strongly desired by employers as they look towards business recovery. Riccarda Zezza discusses how these ‘soft’ skills can be developed in every day life. With advances in technology and societal priorities, jobs are constantly evolving – meaning it’s now near-impossible to just learn one skill and settle into a career for life. The pandemic has added another twist to the theme but rapid change was already established. According to a survey by McKinsey & Company, 87% of companies are experiencing skills gaps or expect them within a few years, and this tumultuous job market has birthed a new desire from employers to replace traditional skill sets with “soft” skills. The key differentiator is that these don’t relate to what work you do, but how you work. They include interpersonal skills, emotional-based skills – like empathy and resilience – as well as time management, communication and many more.
Read the full article at: www.personneltoday.com
Attracting and retaining top performing executives is the true lifeblood of successful organizations. Yet identifying and attracting them can be a challenging endeavor. Top performers, in leadership roles, will deliver about 50 percent more than the average and will improve their organization’s competitive position. But according to McKinsey & Company, 82 percent of Fortune 500 executives don’t believe that their companies recruit highly talented people. There are many reasons organizations do not target A-Level talent: lack of resources, concern about internal pay inequities, lack of managerial confidence, chemistry/fit, etc. Organizations of all types, however, must strive to both attract and retain talent that will improve their competitive position, said Walter Baker, managing director of Cornerstone International Group, in a new report. “Specifically, organizations must develop and embrace a strategy that supports the hiring of talented executives,” said Mr. Baker. “They must live the concept that a rising tide floats all boats…that to win in the market they must accept new ideas, concepts, and recruit and retain top talent.”
Read the full article at: huntscanlon.com
The number of people who are unemployed due to COVID-19 is sky-high. From mid-March to early May, more than 30 million people in the U.S. filed for unemployment benefits. And, unfortunately, that number just keeps growing. When you combine that with all of the uncertainty around what life and business will look like in the months to come, it’s easy to get overwhelmed and discouraged. You may think this is the worst time to job search, or that there aren’t even any jobs for the taking. And as an executive, this feeling is likely exacerbated. With companies cutting costs, are they really bringing on new six-figure employees?
Read the full article at: www.forbes.com
The pandemic presented significant challenges this past year. Many employees had to live and work at home while socially distanced from close family and friends. Companies also had to adjust by moving to remote work environments to keep employees safe while still responding to issues surrounding equity, diversity, and inclusion. Despite the perceived downsides, business disruption and the challenges that come with remote working present numerous opportunities for innovation. There is no question that COVID-19 will have a lasting impact on the way people live and work. Remote work appears to be the new normal, making recruiters pivot where and how they source talent. As the demand for diverse talent increases, companies must expand beyond their normal avenues to find qualified candidates but also reflect on internal practices to retain diverse employees. The truth is that the opportunities presented by having a remote workforce actually increase the available talent pool in a number of ways.
Read the full article at: hrdailyadvisor.blr.com
ON Partners’ annual list of the top executive jobs that are expected to be in demand in the coming year takes on a new twist for 2021. With COVID-19 having upended the business landscape, the search firm surveyed its consultants about the positions that will be critical to helping organizations survive and thrive as the nation moves past the pandemic. Following are the top positions ON consultants anticipate will be in high demand in 2021 as companies work to mitigate the impact of the virus and move into recovery mode. Chief Executive Officer Boards are particularly sensitive right now to CEO leadership attributes of authenticity, resilience, and strong communications skills, ON Partners says. Chief executives who are genuine, thoughtful, realistic, and transparent can be highly valuable leadership qualities during these tumultuous times.
Read the full article at: huntscanlon.com
The coronavirus pandemic has been an epic test of character and determination for millions of people around the world. Nothing compares with the sacrifice of workers on the front lines in hospitals and other essential services. In the business context, CEOs have had to cope with extraordinary demands: for them, the pandemic has been an ultimate leadership test, according to a new report by Homayoun Hatami, Pal Erik Sjatil, and Kevin Sneader of McKinsey & Company. Over the past few months, the McKinsey partners spoke with business leaders around the globe about how they are coping both personally and professionally. Many told McKinsey about the microhabits—daily routines and ways of working—that they have adopted to help them, and their companies, weather this crisis and emerge stronger from it. Coping with the sudden shutdown of the global economy was hard enough; figuring out how to restart in such an uncertain environment is, if anything, even harder, many told McKinsey. CEOs are expected to show “deliberate calm” and “bounded optimism.”
Read the full article at: huntscanlon.com
At some point or another, every successful company will find itself in a position where key personnel decide to move on to other opportunities. And when these people fill essential roles like Chief Sales Officer or VP of sales, it creates an urgent and immediate need to find a replacement. Sales has always been one of the most competitive and exciting areas in a growing company, and it should come as no surprise that ambitious sales leaders sometimes choose to leverage their accomplishments in order to secure positions in larger firms. But when this happens, it puts a significant amount of pressure on the rest of the team to find someone who can fill the gap. So how do companies deal with this turnover at the highest levels when it happens suddenly, and there is simply no time to plan a more orderly transition?
Read the full article at: www.entrepreneurshiplife.com
In the financial services sector, men still rule the day when it comes to filling executive leadership positions. A 2016 Oliver Wyman report found that women make up 47% of financial firms, yet hold only 16% of executive committee positions and 20% of board seats. Among Fortune 1000 companies, 94% of chief executive officers (CEOs) are male, and just 6% employed are female CEOs. These numbers can seem discouraging, but for recent college grads and women who are just a few years into their career, a ticket to the C-suite is not out of reach. Executive search firm Korn Ferry compiled a study focusing on 57 past and present women CEOs that sheds light on what women in the financial services sector can do to propel themselves to an executive role.
Read the full article at: www.investopedia.com
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