Executives are hired for what they can do in the future. What is their commitment to the company’s purpose? And can an incoming executive feel like they can belong? Kincannon and Reed address the current complexities of attracting C-suite talent.
They discuss the changing landscape of talent recruitment in the food and agriculture sector. According to C-suite leaders, experience alone is no longer enough to ensure effective leadership over the next few years and beyond. They believe that solid self-awareness, long-term strategic thinking, and a focus on results are just as important, if not more important, than experience. Today's executives are being hired based on their potential to impact the organization's future, rather than just their past accomplishments.
Cultural fit is integral to human capital strategy, and C-suite leaders prioritize a candidate's commitment to their company's purpose, mission, and culture when recruiting high-quality, talented executives. A compelling mission and a strong culture are also what keep talented senior executives engaged in their jobs. While fair, market-rate compensation is important, workplace culture and work-life balance are just as critical.
The ability to lead is another top consideration in attracting the right senior executives. C-suite leaders look for executives who understand the importance of building talent and are willing to delegate. Humility is also highly valued, and the ability to admit to a mistake is prized. Empathy and emotional intelligence are highly desirable qualities, and for 74% of Kincannon & Reed's most recently placed executives, they are the most sought-after qualities in executive leaders today. The pandemic, war in Europe, and other factors have put leadership in a different context today, and leaders need to be genuine, compassionate, and great communicators.
Assessing emotional intelligence and collaboration skills in candidates is difficult, but they are highly valued by C-suite leaders. Some seek senior executives with a varied set of skills who are not too narrowly focused on one specialization. Others look for candidates with a specific set of technical or digital skills. Read more here.
This article discusses the UK Government's Talent Attraction Ambition, which aims to encourage high-caliber business leaders to move into the public sector to benefit the public and improve the civil service. The article features a series of interviews with several high-profile leaders who have made the move from the private sector to the public sector. The interviews explore their motivations for making the move, the challenges and learning curves they've experienced, and the factors that drew them to a career in the public sector.
The article's first interview is with Rob Woodstock, who spent 25 years in Management Consulting with Accenture before becoming HMRC's Chief Commercial Officer. Rob speaks with Lucy Harding, Global Head of Procurement & Supply Chain Practice, about his involvement with exciting programs following his move to HMRC, such as the borders for Brexit project, and how his skills transferred over to the public sector role. Rob also discusses the unique challenges and opportunities that come with working in the civil service, including increased public scrutiny.
The article aims to provide insights into the experiences of business leaders who have moved into the public sector and to encourage others to consider making the same move. Odgers Berndtson speaks to the high-caliber business leaders who have carried their skills and experience into the public sector in the UK on what attracted them to the opportunity. What are their learning curves, and more. Read more here.
In today's world, corporate reputation has never been more important, nor more fragile. A new report from the Public Relations Society of America (PRSA) reveals that the reputation of a company is directly linked to its ability to attract and retain customers, investors, and talent.
The report highlights that the internet and social media have changed the way people consume information and how they view companies. In today's fast-paced digital world, news and information travel faster than ever before, and negative news can spread like wildfire, causing significant damage to a company's reputation.
The report also emphasizes that a company's reputation is built on trust, and it takes time and effort to establish trust with stakeholders. Trust is earned by consistently delivering on promises and demonstrating a commitment to ethical business practices.
The PRSA report highlights the critical importance of a company's reputation and the need to take proactive steps to protect and enhance it. By building a culture of ethics and transparency, creating a crisis communication plan, engaging with stakeholders, monitoring and managing the company's online presence, and investing in employee training and development, companies can safeguard their reputation and ensure long-term success.
The digital age has ushered in unexpected changes, transforming the very fabric of how organizations operate. Let’s unravel the evolving role of senior executives in
As navigators of corporate strategy, your boardroom decisions carry significant weight, shaping the trajectory of your organization. But you already know that. In this blog,
