Conscious Leadership

Leading the Way: How Page Executive Is Redefining Boardroom Inclusion

Luciana Casado — Wed, 16 Jul 2025 10:28:07 +0000

Leading the Way: How Page Executive Is Redefining Boardroom Inclusion Luciana Casado

By Mark Beacom, Partner & Global Board Practice Lead

At Page Executive, we believe in taking purposeful action to shape the future of leadership. While many talk about diversity and inclusion, we are focused on doing something different. Our commitment to inclusive leadership goes beyond aspiration. It is embedded in how we operate, who we partner with, and how we help shape tomorrow’s boards.

Research from McKinsey consistently links leadership diversity to stronger business performance, more holistic growth and increased workforce satisfaction. So any slowdown in progress leads to reflection.

Personally, I’ve seen how opportunity can evolve from one generation to the next. I grew up in a low-income, single-parent household and was the first in my family to go to university. Today, my children are growing up in a different world, one with more access, support and awareness. Still, the journey toward inclusive leadership is far from guaranteed.

Fortunately, many organisations continue to view inclusion as a core component of sustainable leadership. Just last week, I spoke with the Chief People Officer of a global company headquartered in the UK. Their message was clear. Fostering diverse leadership remains a strategic priority. Encouragingly, this is a sentiment we’re seeing echoed across a growing number of businesses. At Page Executive, we share that perspective and we’ve built our approach around it.

The Blind Spots of Exclusively Merit-Based Hiring

Misconceptions about DEI have historically pushed it back as well. One of the most common is that diversity-driven hiring and merit-driven hiring are at odds with each other. In short, people often believe that a meritocracy is the fairer approach. The standard practices of merit-based hiring often ignore the systemic barriers that have historically limited access to opportunities for certain groups. Code-switching demonstrates this blind spot.

For those who aren’t familiar with the term, code-switching involves adjusting one’s style of speech, appearance, behaviour and expression in ways that will optimise the comfort of others in exchange for fair treatment, quality service and employment opportunities (HBR). The problem is that many diverse candidates feel that they have to put on a certain facade to be respected in an interview or accepted in a workplace where their own style or cultural approach is less valued than that of a typical, white male-dominated work environment.

For example, if a woman is quieter, the status quo can lead to her crucial input being overlooked. On the other hand, if she speaks up as loudly as her male counterparts, she could be perceived as pushy or difficult. Seeking to avoid stereotypes is hard work and can deplete cognitive resources and hinder candidate performance. Feigning commonality with colleagues also reduces authentic self-expression and contributes to burnout (HBR).

The Business Case for Inclusive Boards

Beyond values, diversity in leadership continues to be a competitive advantage. According to McKinsey, companies that rank higher in ethnic diversity outperform their peers by an average of 27 percent. Gender-diverse boards are also linked to improved decision-making and stronger long-term performance.

Yet despite growing awareness, structural hurdles remain. For example, in countries that have implemented board diversity quotas such as France, Germany, Spain and Italy, initial progress was often driven by the appointment of women to non-executive director (NED) roles. While this addressed representation in part, executive boardrooms still skew heavily male. In the UK’s FTSE 350, women hold 42 percent of board seats, but only 12.2 percent of executive roles (Financial Times, 2023).

While this approach isn’t inherently bad, it is flawed. It overlooks the fact that it takes years to train and develop individuals to progress to C-suite positions. Many of the women appointed as NEDs unfortunately did not have the opportunity to experience that development and skipped one or even two C-suite roles, resulting in a further reduction in female talent at the executive board level.

Motivations for Change

Regardless of initial tokenism or organisational challenges, what I’ve found is that what often begins as an external push for diversification ends up being a genuine desire for an increasingly inclusive environment after witnessing the positive effects of these initiatives.

With increased board diversity, I would argue that you get better board decisions, more sustainable businesses and more sustainable growth. I like to use a version of the tortoise and the hare analogy here. A board could take a big gamble, and it could either have a quick payoff or it could go terribly wrong. Whereas if the board makes sensible, long-term decisions, the benefits are more significant. The point is that sustainable growth always pays more than risky gambles. Diversity in the boardroom improves outcomes and reduces risks (The Not-So-White Paper). Additionally, companies are experiencing significant commercial and risk-mitigation benefits when they diversify board structure.

I’m happy to say that generally speaking, we’ve made leaps and bounds further down the path of progress from a cultural perspective. The problem remains the availability of senior board candidates from an underrepresented racial or socio-economic background due to a lack of development at the organisational level. The question we need to be asking is what can we actively do to support the development of these individuals as they advance in their careers, setting them up for future board opportunities.

Empowering Asian and Black Leaders Through ENABL

Out of this question, the Empowerment Network for Asian and Black Leaders (ENABL) came to life. ENABL fosters pathways to Non-Executive Director roles for Asian and Black executive leaders while continuing to develop and inspire the next generation of top leadership talent.

While progress has been made, there are still massive disparities that exist for Black and Asian board members in the UK. In the FTSE 250, 12 percent of board positions were held by Black, Brown and other non-White minority directors, up from 10 percent in 2021 (Parker Review). However, recently the appointment of ethnic minority directors has slowed. By April 2024, only 4 percent of the 196 new directors appointed were from ethnic minority backgrounds, a major decline from 15 percent the previous year. Currently, 12.5 percent of all directors identify as having an ethnic minority background (Parker Review). ENABL seeks to raise that percentage.

This organisation was started by a team of leaders from these underrepresented communities, including Partner DEI and HR, Catherine Osaigbovo, and Partner UK, Aaran Dosanjh. ENABL’s third co-founder and Director of DEI and Social Impact, Joanna McCrae, shared:

I have frequently noticed a real lack of opportunities out there for Black and Asian professionals looking to land their first Non-Executive Director role. There’s certainly no shortage of talent. However, I don’t believe it’s being nurtured effectively. ENABL is a curated programme to get these talented leaders with great potential NED-ready. Through various workshops and sessions, the aim is to equip them with the necessary advanced skills and confidence to go on and succeed.

Joanna McCrae
Director – Inclusive Culture & Social Impact

Likewise, it creates a structure for executive search partners to source from when seeking out diverse candidates and creating shortlists, giving them the opportunity to ask, first and foremost, who is in the ENABL network who could be right for this role. ENABL has organised collaborative events with clients, where members can network and gain access to career opportunities through face-to-face interaction. With the success of ENABL’s London events, the plan is to expand reach to other areas of the UK, hoping to increase the impact of community even more.

We’re focused on growing the ENABL community in regions like the Midlands and the North West, areas with vibrant, diverse populations and outstanding British businesses poised for growth. To support this, we see real value in expanding our network through more in-person events, while also facilitating introductions to our client base. Ultimately, our goal is to spark meaningful partnerships and create opportunities that benefit everyone involved.

Aaran Dosanjh
Senior Partner

When it comes to conscious leadership, ENABL truly represents the essence of the word conscious. It is intentional and implies action. It is a great example of noticing a problem that needs to be solved and actively making moves to improve it. Instead of just talking about how recruiters don’t know how to access racially diverse networks, we are presenting an entry point.

There’s no better example of this than Page Executive’s partnership with Standard Life. Standard Life is part of Phoenix Group, which is listed in the FTSE 100. Phoenix is the largest long-term savings and retirement business in the UK with £283 billion assets under administration, 12 million customers and 7,800 employees. In partnership with Pensions Management Institute (PMI), Standard Life launched the Trustee Accelerator Programme (TAP), a fully funded two-year training programme for aspirants from underrepresented groups looking to become qualified trustees.

Knowing about our access to a diverse leadership talent pool and the DEI solutions we offer, Phoenix’s Group Head of Talent Acquisition reached out to us to lead an inclusive recruitment process for TAP.

According to Donna Walsh, the Head of Master Trust for Standard Life, this is how the process went: “Designing and launching a pioneering training programme to help people from diverse backgrounds to become trustee-ready was the easy part. Attracting and selecting diverse candidates would prove more challenging. That was until we worked with Page Executive. Their professional and collaborative approach helped ensure we jointly agreed this unique brief and they were able to support a targeted selection exercise through their executive leadership networks. Their help, support and guidance, as well as enthusiasm, was exceptional all the way through and I am delighted with the six people we have joining our programme through Page Executive. Thank you to the team for making this such a supported and enjoyable experience.”

These outcomes aren’t just felt by clients and candidates; DEI leaders across the industry recognise the importance of moving beyond awareness into action:

Jo Geraghty, Director at Culture Consultancy, reflects:

Real inclusion takes more than good intentions; it requires education, inclusive leadership, and long-term cultural change. Page Executive’s programmes like ENABL and the Trustee Accelerator go beyond targets or tick-box hiring to create real access and development for underrepresented talent. The most effective boards are those where every member can contribute authentically and challenge constructively. Without true inclusion, businesses risk missing out on the innovation and risk mitigation that diversity brings. It’s up to leaders to embed DEI into everyday decision-making.

On a Personal Note

As a middle-aged white man who has never faced discrimination, the irony of my passion about this topic is not lost on me. I do, however, have some skin in the game. I am lucky that I met an exceptionally wonderful Latin American woman 15 years ago. We have two blended sons who I refer to as Salsa Celtica due to their Central American and Scottish roots, so all this diversity stuff is literally close to home.

I will leave the last word to Roger Goodell, the NFL’s Commissioner. The NFL produced revenues of $20 billion in 2024. He certainly knows that training elite-level players does not happen overnight. “We’re not in this because it’s a trend to get into or out of. Our efforts are fundamental in trying to attract the best possible talent, both on and off the field.”

So why would any organisation want to limit the talent it can put on the field?

Page Executive’s Support

At Page Executive, we offer support to give diverse candidates what they need to succeed in the boardroom and beyond. From connecting executive recruiters with the right networks to helping diverse communities overcome barriers, we look forward to continuing to create opportunities for gender, socioeconomic and neurodiversity at the board level. For more information about ENABL or our Board practice, please reach out to me or Catherine.

> Request a meeting now

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

Peak Performance: Harnessing Health & Fitness for Professional Transformation

Luciana Casado — Fri, 14 Mar 2025 19:32:18 +0000

Peak Performance: Harnessing Health & Fitness for Professional Transformation Luciana Casado

By Olly Riches, Managing Partner APAC

How often have you heard the mantra “work hard, play hard”? For me, as someone who spent their early career at the coalface of the recruitment industry in central London, it feels like a catchphrase that defined a generation. I reflect on a time where connections were made during after work socialising, deals were sealed over handshakes in restaurants and “wellbeing” meant clocking off an hour early and heading to the pub.

Needless to say – times have changed. The importance of work-life balance has never been more critical, and thankfully, conscious business leaders are paving the way to a more modern, inclusive and purpose driven approach to wellbeing. Every leader has their own pathway and story to tell, and mine’s certainly taken many a turn over my 20+ years of experience. But I’ve finally landed at a place where I’ve never felt more like the term “work hard, play hard” resonates with my true values.

From Teams Meetings to Treadmill Marathons

So – values. Where to start? I have always been passionate about sport and fitness, but when you are in a fast-paced role, leading high performing teams and working on big client projects, it’s easy for personal priorities to slip by the wayside. I first began thinking about the role of fitness in relation to business performance and the potential it had to change the wellbeing landscape when I made my first international move with PageGroup to China.

Over the course of the following few years, moving across various regions, from Shanghai to Southeast Asia, I quickly became aware that relying on the leadership style of days-gone-by London was by no means the right, most effective or people-first approach. I needed to learn what was important to people from completely different locations and backgrounds, what EVP meant to clients and candidates in other countries, and crucially what my own teams needed from their leaders. And – lastly – what could I do to become the leader I really wanted to be?

My journey towards what I suppose you would call “proper” fitness began relatively unexpectedly when a friend and I signed up for a triathlon in Indonesia. The gruelling training opened my eyes to a completely new way of having fun and building connections. And, as you can imagine, this shift in lifestyle not only improved my physical health but it actually also expanded my business network, which is something I hadn’t bargained for at all. The triathlon community, much like the business world, is driven by goals and performance, creating a natural synergy between the two.

As part of my training, I joined a high intensity gym – and the pressure was on! Its "we work you hard and then we never want to see you again" approach to getting people fit was rigorous. The gym's focus on nutrition and effective training led to significant results and mental clarity – and I found myself noticing the effects at work (there’s some further interesting reading on this from Johns Hopkins University). My colleagues enjoyed hearing (and laughing) about my latest challenge, and I began to realise that this experience was not just about physical transformation but also about creating a sense of camaraderie within my leadership team. Fitness became a new way to connect, replacing the traditional pub mentality with a healthier, goal-oriented approach.

After my first dip into those waters, I was hooked. And then I came to find that, by prioritising these areas outside of work, I had stumbled across completely new ways to engage with clients and colleagues. Instead of after-work drinks, I started inviting clients for lunches and morning coffees – some would even join in with training for a new fitness challenge. I found that, more often than not, people preferred productive meetings over late-night socialising. And I got to spend far more time with my wife and (now) six-year-old daughter, knowing that I was demonstrating more inclusive, empathetic and motivating leadership in the workplace.

Transforming Workplace Culture Through EVP

If the past few years has taught us anything, it’s that candidates aren’t going to settle for these old, outdated ways of working and connecting. In fact, according to a 2024 Deloitte survey, 31% of Millennials and 25% of Gen Z specifically choose their next employer based on whether they demonstrate a good work-life balance, and “traditional” workplace structures are highly likely to deter top candidates. Not adapting to today’s world could be a real problem for businesses looking to hire the best people.

Reframing work-life balance as a strategic element of the modern employer offering is crucial. And balance may look different to everyone – for me it’s health and fitness, but for others it could be travel, cooking, time with loved ones – what’s important is that leaders are championing it from the very top down.
To give an example, one of my clients, a senior leader in the Financial Services sector, had recently relocated from the UK to head up APAC for a multinational company. He was faced with the common challenge of improving productivity and engagement within a very established post-pandemic routine, and implementing his plans across multiple countries/markets. As anyone who has worked across APAC knows, this can be tricky, as it is full of very different business cultures.

Using my personal experience from getting more directly involved in the health and wellness space, we decided to look at how he could lean into that area as a core theme to shift the overall narrative.

Through that, the business managed to change a relatively traditional culture to a far more modern environment, with a stronger EVP around proactively promoting a healthy body and healthy mind. We looked at incentives and benefits packages to be angled more towards health and wellbeing, for example. Through the company’s internal comms channels, we showcased personal journeys to help highlight the diversity of culture, thought and work styles within the business. We encouraged employees to use their social media to share their thoughts on the refreshed EVP to increase talent attraction and retention.

Health and wellbeing aren’t the only solutions the business implemented as part of this process but it is certainly one they’ve built a great culture around. And, as we know, a stronger culture tends to translate to stronger performance.

Leading by Example and… Running the Run?

By integrating balance into your EVP and making it clear that you prioritise the health and wellbeing of your teams from the outset, it becomes much easier to attract and retain top talent who value a holistic approach to work and life. According to a recent Harvard Business Review article, research constantly shows us that overworking is detrimental to employees and even their companies, but achieving a sustainable work life balance requires continuous re-evaluation and adjustment.

In our business, integrating work-life balance into EVP is a core principle and we work hard with all our clients to find an approach that works well for their own people. A key thing I’ve learned over the past few years is that leadership buy-in is crucial for authenticity when it comes to EVP. Prioritising personal well-being sets an example for others to follow – which is why I will always talk about my personal goals in fitness (HYROX anybody?) or family life outside of the office. I truly believe that this approach has been far more effective in fostering a supportive and motivating workplace culture than anything I saw in my early career.

Performance and Balance: Can You Have Both?

Sometimes leaders can get caught up in the notion that they have to choose between high performance and balance. That’s not the case, and our team can show you how you can achieve both with the right approach. By embracing a holistic view of well-being and integrating it into your leadership style and company culture, you can foster an environment where employees thrive both personally and professionally.

And as I have learned through my own foray into fitness – enhancing individual performance is one of the greatest ways to drive organisational success. Ultimately, it’s created space for me to completely redefine my leadership style and skillset and create a far better workplace culture for my teams.

By prioritising and championing balance, leaders can set a powerful example, creating a ripple effect that promotes a healthier, more engaged, and more productive workforce. As we continue to navigate the evolving landscape of work, let’s remember that achieving peak performance is not about sacrificing that balance, but about finding synergy between the two.

If you want to talk about your EVP strategy and how to kickstart, overhaul, or simply refresh it, get in touch. And if you are looking to explore exciting new career opportunities and be part of Page Executive's growth journey, please reach out, and we’d be delighted to talk to you.

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

The Silver Lining: How Japan is Redefining Leadership in an Ageing World

Luciana Casado — Fri, 04 Oct 2024 10:12:56 +0000

The Silver Lining: How Japan is Redefining Leadership in an Ageing World Luciana Casado

Age discrimination is more common than you might think. According to Page Executive’s latest Talent Trends Leadership Report, an eye-opening 45% of senior leaders have faced age bias. However, Japan is shifting this narrative by valuing aging executives as vital contributors.

By Imad Junaid, Partner Japan

Despite this widespread issue, older executives have so much to offer. Their experience, wisdom and resilience can transform organisations in ways that eager younger talent can’t always match.

This should be stating the obvious—but it isn’t. When I started recruiting in Tokyo in 2015, I quickly encountered an unspoken rule at nearly every client meeting: "We need someone between 35 and 45." This invisible ceiling, based on birth certificates rather than skill sets, was the standard few dared challenge.

Jump to 2024, and the conversation is starting to shift — along with workforce demographics. In 2021, 30.9% of Japan's workforce was 55 or older, while only 8.4% were between 15 and 24. While Japan might be leading this trend, it's happening worldwide, if less dramatically. In the United States, for example, the share of workers 55 and older rose from 13.6% in 2001 to 23.4% in 2021.

These demographic trends come with cultural changes, too. The traditional, straight-and-narrow Japanese career path — joining a company like Panasonic or Sony out of university and staying until retirement — is no longer taken for granted. Professionals with 25 or 30 years of experience are leaving these long-term roles equipped with rich experience, international exposure and English fluency. Despite this, when they hit 55, many find it difficult to land new roles that fully tap into their talents.

Imagine the potential organisations are leaving on the table by clinging to outdated age biases—not just in Japan but all around the world. Seasoned executives aren’t a consolation prize or a fallback option to plug talent shortages. They’re a strategic asset that will enrich your leadership team and drive success. Let’s explore why.

Conscious Leadership: Why Experience Matters

Older executives bring a wealth of experience, resilience and wisdom to organisations that are smart enough to hire them. They've weathered economic storms, adapted to technological revolutions and (hopefully) honed their emotional intelligence through decades of human interactions. They've faced numerous ethical dilemmas, learning to navigate complex situations with integrity. These are precisely the qualities that define conscious leadership — leading with awareness, authenticity and a strong ethical compass.

Also, consider the international perspective these executives possess. Many have lived and worked in multiple countries, adapting to different cultures and business practices. This global exposure is particularly relevant to Japan, where more and more multinationals are setting up shop. These firms need bilingual talent, creating intense competition for a limited pool of candidates. This shift has opened up new opportunities for seasoned professionals who might have been overlooked before.

Take, for example, a candidate I recently worked with. At 58, he's heading up eight companies across the U.S., Norway and Singapore for a Japanese family business. His journey began when a Japanese company sent him to Denmark and the U.S. for several years. He absorbed best practices from Scandinavian and American work cultures and brought them back to Japan. This cross-cultural experience made him an ideal candidate for his current role, where he's now driving significant transformation.

Connecting With an Ageing Market: the Customer Perspective

Here's something we often overlook when discussing workforce age: our customers are getting older, too. In Japan, people 65 and over now make up 29.1% of the population, comfortably ahead of Italy (24.5%) and Finland (23.6%). Meanwhile, a Deloitte report found that Baby Boomers control 70% of all disposable income in the United States.

Why does this matter? Because conscious leadership is all about empathy, and older executives have a unique advantage in understanding the needs and preferences of older consumers. For instance, an experienced executive might intuitively grasp the importance of user-friendly design in technology products for older users or recognise the nuanced messaging that resonates with this age group in financial services. By bridging the gap between company and customer, these leaders help businesses serve all customer groups more effectively, driving growth and customer satisfaction.

The Tangible Benefits of Age-Inclusive Teams

But what about the bottom line? That's covered, too. An OECD report showed that a firm with a 10% higher share of workers aged 50 and over is 1.1% more productive. This boost comes from:

Higher Individual Productivity: Older workers are more productive on average.
Enhanced Collaboration: Teams of mixed ages share knowledge and experience, which enhances overall performance.

Despite these clear benefits, many organisations remain hesitant to tap into this valuable resource. A 2020 AARP global employer survey cited in an article by Bain & Company found that fewer than 4% of companies were actively committed to programmes for older workers, with only 27% saying they were "very likely" to explore this path in the future. This gap between the value older workers can provide and current hiring practices is a golden opportunity for companies willing to think differently about age and talent.

Overcoming Age Bias: Educating Clients and Candidates

Another significant hurdle to multigenerational leadership is the persistent age bias revealed by our Talent Trends survey. As recruiters, we have a crucial role in challenging these (often unconscious) biases and educating our clients about the value of age diversity.

When I talk with clients, I don’t push an agenda. I simply present the facts: "Here’s the market in Japan—there are X number of CFOs in your industry. This is their average age, these are their salaries and this is the talent landscape". Laying it out like this helps clients understand the reality of the talent pool.

I often share my insights from nine years in the field. If a client is seeking a young, up-and-coming "unicorn", I’ll explain the retention challenges that come with those candidates. They tend to have plenty of opportunities and may jump ship when the next exciting offer comes along. On the other hand, professionals with 25-30 years of experience offer stability, deep expertise and strong industry connections. They’re often more dedicated, ready to prove themselves and focused on making a lasting impact.

It's about helping clients see the bigger picture. Take a CFO role, for example. The priority doesn’t have to be culture fit in the traditional sense — it’s about performance, managing financials and steering clear of costly mistakes. For sales roles, a seasoned executive’s network and ability to attract new clients can be invaluable. Their deep industry knowledge means they can handle complex business relationships effortlessly.

One approach that works well is presenting clients with a diverse candidate pool, including both younger and more experienced professionals. I encourage them to meet everyone and see for themselves. More often than not, after those meetings, 60-70% of clients end up choosing the seasoned executive.

It’s just as important to support older candidates. Many highly qualified professionals hesitate to apply for roles, assuming they’re "too old". We need to highlight their strengths and help them position their experience as a significant asset — whether it’s their ability to handle high-stress situations, their extensive networks or their knack for mentoring younger teams.

In the end, it’s about creating a win-win situation. By educating both clients and candidates on the benefits of age diversity, we help companies tap into a wealth of talent while giving experienced professionals the chance to keep contributing their skills.

Age Is Just a Number: Meet the 65-Year-Old Hotel Manager from Hawaii

My recent placement for a hospitality industry client is an excellent example of the untapped potential in older executives. The client, a large family-owned Cambodian business with properties across Asia, was struggling to find a General Manager for their commercial property in Hokkaido, Japan.

Initially, they were looking for a younger candidate, but the talent pool was tight. Many top hospitality professionals were already locked into roles with major chains like Hilton or Hyatt, and recruiting them would have required a hefty salary bump.

I suggested expanding the search criteria and introduced them to a 65-year-old candidate from Hawaii. He had an impressive background—having worked as a GM in nine countries, managing five-star hotels in places like Las Vegas and Bali. He was also half-Japanese and eager to reconnect with his roots.

At first, the client hesitated because of his age. But after meeting him, they were impressed by his extensive experience, his understanding of their specific challenges and his clear vision for improving the property.

The result? They offered him a two-year contract with defined deliverables and KPIs, along with the option to renew based on performance. This setup allowed the company to tap into his expertise while also giving them time for succession planning.

The impact has been immediate. The new GM has made significant changes, hiring key staff and using his deep industry network to elevate the property. His experience has brought a level of professionalism and strategic thinking that has transformed the entire operation.

Global Insights: How Japan and Germany Approach Older Executives

While Japan’s path toward embracing older executives is distinct, comparing it to other markets, such as Germany, offers valuable perspective. After all, both countries face similar challenges — ageing populations, talent shortages and a demand for bilingual professionals in multinational companies.

In Germany, the attitude toward older workers is notably different. There’s less emphasis on age and more focus on qualifications and expertise. It’s not unusual to see executives in their late 50s or 60s holding high-level roles. Age in Germany is often viewed as a marker of wisdom and experience, not a drawback.

Education plays a significant role in this mindset. In Germany, holding a PhD or specialised qualifications is highly valued, regardless of age. This contrasts with Japan’s traditional focus on company loyalty and internal career progression.

Another critical difference is language. While English proficiency is important in both countries, Germany tends to be more flexible with non-native speakers in leadership positions as long as they have the right skills and experience. This openness allows Germany to tap into a broader talent pool across the European Union.

Japan could benefit from adopting some of these practices—especially when valuing specialised expertise and embracing diverse backgrounds. At the same time, Japan’s growing acceptance of older executives could serve as a model for other Asian nations facing similar demographic challenges.

Succession Planning: It Starts From Day One

Hiring seasoned executives brings more than experience; it’s a smart move for succession planning. Rather than blocking fresh talent, seasoned leaders can strengthen an organisation’s long-term strategy.

Whenever I place an older executive, I make it a point to discuss succession planning with the client right from the start. This approach offers several benefits:

Knowledge transfer: Experienced leaders can mentor younger employees, sharing critical skills and insights.
Cultural bridge: Seasoned executives often serve as a link between traditional corporate practices and modern approaches.
Stability with flexibility: Short-term contracts (2–3 years) for older leaders provide the company with stability while allowing for future transitions.

Take our 65 year-old hotel manager, for instance. His two-year contract allows the company to leverage his expertise while planning for the future. He’s already hiring and training staff, essentially grooming his potential successors.

Unlock the Power of Multigenerational Leadership with Page Executive

We've seen how embracing age diversity can transform a company’s leadership. From the 65-year-old hotel manager revitalising a property in Hokkaido to the 58-year-old executive expertly steering businesses across three continents — these aren’t just isolated success stories. They’re a glimpse into the future of leadership.

At Page Executive, we’re not just passive observers of this shift — we’re celebrating and driving it. Through candid, insightful discussions with our clients, we challenge outdated perceptions about age and present clear, compelling evidence of how seasoned executives can fuel business success.

When considering your leadership needs, ask yourself: Are you tapping into the full range of talent available? Are you ready to embrace the strategic vision and steady hand that experienced leaders can bring to the table?

Don't let age bias hold your company back. Get in touch with Page Executive or connect with me on LinkedIn today. Let’s work together to build a leadership dream team that spans generations.

>> Discover more Conscious Leadership articles

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

Women’s Career Confidence Has Been Rattled: Employers Must Rethink Hiring for Future Mothers

Luciana Casado — Wed, 04 Sep 2024 08:08:16 +0000

Women’s Career Confidence Has Been Rattled: Employers Must Rethink Hiring for Future Mothers Luciana Casado

Organisations need to view return-to-work mothers and women planning to start families not as risks, but as key drivers of change and opportunity.

By Gemma McDonald, Associate Partner Australia

When I started recruiting in the Executive HR space, I didn’t expect to form such deep connections with the network of candidates I had surrounded myself with. After many conversations, one thing became quite clear to me: Female pipelining and leadership placement were in desperate need of change.

Often I hear accomplished and qualified female leaders say things like, “I’m not going to be equipped for that role because I have a newborn” or “I’ll have to take a step back because that organisation won’t support me as I start my family.” Women’s confidence has been rattled, and it’s time for employers to change the narrative.

I noticed patterns in the experiences and roadblocks of female candidates who were already mothers or planning to start families. While much of my job is to bridge the gap between these candidates and employers, I realised that these challenges are not individual but systemic. I want current and future mothers to know that they aren’t alone in their experiences and for organisations to start driving change for a future generation of female leaders.

No Job is One-Size-Fits All

When organisations are looking to place senior leaders, creating a job description is a natural place to start. But in reality, job descriptions can be limiting.

A strict set of requirements, like uncompromising in-person policies, limited health benefits (depending on the country), and rigid working hours, can cause women to doubt that they would receive the necessary support from an employer, leading them to look for roles elsewhere or enter the interview process with a lower sense of confidence.

What is a qualified leader who also requires a flexible schedule to care for her child supposed to do? Many women who have or are planning to start families fear that because they aren’t able to fit neatly into a role’s exact requirements, they will be discarded or judged for requiring a tailored approach, despite being a qualified fit for the position.

Jamayne Burke is someone who illustrates how these systemic issues can play out in someone’s life. She had a role managing the HR function on an Executive Management Team, before the business went into Administration whilst on parental leave. Now, she has found a contracting opportunity as a People & Culture Consultant.

For me personally, finding work at a senior level following parental leave was tough. I wanted to continue working in a similar capacity that I worked in previously (and worked so hard to get to), continuing to make a positive impact whilst being challenged and seeking growth opportunities. Yet there is a lot of competition at a senior level with many organisations adopting an internal growth and succession planning philosophy to fill roles. Asking about workplace flexibility could really hinder those opportunities that do come my way. In reality, I found myself digging deep — conflicted and questioning which values I’d be willing to compromise. Should I take on a lower-level role that provides the flexibility? Am I even okay with this? What impact will it have on my career, my confidence, my values?

Jamayne Burke
People & Culture Consultant, Australia

Jamayne’s experience is not uncommon, and this is where organisations have the opportunity to step up to drive change.

Many organisations encourage women to apply for leadership roles from a place of good intentions, but if the employer is not also able to offer tangible support to those women as they start families, then it is simply not in the candidate’s best interest to apply.

Beyond the workplace, employers should view the hiring of return-to-work mothers as a community issue. As stereotypes about which partner should be the primary caretaker change, many men are taking on more child-caring responsibilities. Companies should acknowledge that they are not the only ones with a significant impact on a candidate’s home and professional life. The policies of a partner’s workplace are also at play, presenting an opportunity for collaboration.

To dig deeper, companies need to address things like second-generation gender bias in the workplace, which subtly yet effectively keeps women out of leadership roles. In fact, at the current rate of progress, it will take 134 years to reach full gender parity worldwide. A lack of existing female role models, gendered career paths, and a lack of access to resources are just a few of the factors at play here.

When setting out to fill a role, organisations should ask, “Am I looking to tailor the job description to the right individual, or vice versa?”

Try building a job description collaboratively after you’ve met a promising candidate. This can help you build instant trust upfront.

The Influence of Women in Leadership Should Not Be Underestimated

I won’t beat around the bush here — I know that many organisations don’t seek to drive change for female leaders with families because, if we’re honest, it’s easier not to. Creating systems of support for female parents in leadership requires genuine effort and structural change. But, what many don’t consider is that organisations have the potential to thrive or struggle based on how they interact with and embrace these individuals.

Imagine that a junior female employee observes a leader who is offered flexibility, balances her family and work life, and is able to meet the demands of her job. When she sees a role model of thriving female leadership, she knows that her workplace offers women who want families a steady path forward. This creates hope, inspiration, and trust in her other team members, ultimately benefitting the organisation through increased employee engagement, retention, and loyalty.

As women, we often hear “If you can see her, you can be her,” but unfortunately, many don’t have the opportunity to “see her” at all, instilling the belief that there is no place for women at the top table.

In fact, many of the characteristics that women, especially mothers, are often docked for are the same characteristics that set them apart as fantastic additions to any leadership team. Historically, women have been criticised for leading with emotion and sensitivity. Executive roles are typically crafted with men in mind, favoring stereotypical male leadership qualities, like assertiveness, competitiveness, and dominance.

I have seen women step into roles leading with profound emotional intelligence and self-awareness, which are not traditionally the top-valued traits in a leader. But, women are the ones who hold the power to create safe spaces within a company culture. Many act with a human-first approach, building trust and loyalty within their teams. Well-supported female leaders are redefining what it means to be a conscious leader, taking their perceived weaknesses and proving that they are actually strengths.

Not only are women leading the charge in emotional intelligence, but they are also thriving in traditionally valued leadership initiatives. The Ready-Now Leaders report shows that organisations with at least 30% women in leadership roles are 12x more likely to be in the top 20% for financial performance. It doesn’t stop there — assessments from over 84,000+ leaders and 1.5 million raters show that female leaders show up more effectively than their male counterparts across every management level and age level. Businesses also experience a 63% increase in profitability and productivity when when they adopt an inclusive culture and policies.

That said, if a female executive does not have the support she needs, this will be felt in more ways than one. If she is consistently working outside set work hours to keep up with demands, her team will likely mimic her behaviour, leading to burnout, resentment, and high attrition rates. This creates confusion around company expectations and what it means to meaningfully contribute to business goals.

When bringing a working parent onto the leadership team, the need to communicate expectations is perhaps even more important than with other leaders. By trying to fit into a role that was not tailored to them, I’ve seen it with my own eyes that women often experience burnout.

Prolonged burnout creates low self-confidence and a reduction in strong leadership qualities. Long-term, leadership identity will slowly weaken, creating a disadvantage to accomplish goals, meet demands, and inspire.

The Page Executive Approach

We want to set organisations up for success from the moment they begin their search for the right candidate, empowering them to create supportive environments for females, mothers, and mothers-to-be in leadership. Over the past decade, we have been proud to champion flexibility and parental leave for all, psychological safety and bias workshops, and moves away from traditional meritocracy practices to evaluations based on performance and potential.

A key part of this process is creating a safe space from start to finish. I like to understand more than just a candidate’s career ambitions. When I learn about someone’s family holidays, adjustment to life with a newborn, and upcoming goals – both personal and professional – I get a sense of who they are as a human being. And, more importantly, I support them. I’ve found that it’s pretty impossible not to care about someone’s success when you know the details of who they are.

This is where my role as an advocate comes in. Before the self-doubt creeps in, I reassure candidates that they are qualified and deserving of a role that suits their life — they can “have it all” with the right support.

From there, it’s about finding the right match between candidates who are hungry to represent this next generation of female leaders and companies that are eager to move the needle forward. It’s a two-way street with each party doing what it can to move things in the right direction.

I’d be lying if I said it’s always easy to find the right fit, but it’s possible and worth fighting for. Jamayne, who shared her experience earlier, is the perfect example of this. She very kindly commented:

Thankfully, I had an amazing executive recruitment partner who introduced me to an opportunity where I could continue to fulfill my why, ‘to make a positive impact on the business and their people’ where I could continue to be challenged whilst also balancing my family commitments.

How Women Can Set Themselves Up for Success

If I could give advice to females, mothers, and mothers-to-be who are seeking leadership roles: be very clear about what you want and what your boundaries are. Of course, these are boundaries that need to be shared with your potential employer, but it’s just as important – if not more – to be honest with yourself.

When you’re driven by a need to prove yourself, unfortunately, it often leads to resentment and burnout. Instead, get specific about what your ideal week looks like. Do you work from the office on Mondays and opt for shorter in-office hours for the rest of the week? Do you limit meetings on Wednesdays so you can pick up your kids from their extracurricular activities? When you start with the specifics, you filter potential matches with more precision.

I also encourage women to rethink what being a “good leader” means to them. You don’t need to compromise your values to fit the standard idea of a leader, which is the beauty of conscious leadership. Just because it has been done a certain way for years doesn’t mean that the industry can’t change.

What Can Organisations Do?

So by now, it’s pretty clear that leaders who are mothers can be massively beneficial to a team. However, it should also be clear that there is much work to be done to support women with families. Creating a strong female leadership pipeline isn’t a women’s issue, it’s an organisational responsibility. So how can employers drive change?

Start with a human-first approach. Instead of jumping straight into a focused job description, begin by taking a step back to ask yourself more global questions. For example:

What are we trying to achieve with this role?
What characteristics are we looking for in candidates?
What can we offer in terms of tangible support?
What blind spots do we have and how can we address them?

Begin by getting a holistic sense of your ideal person, not just the side of them who shows up to work. Then, shift any preconceived notions you may have about outcome vs. output.

Many organisations assume that because the output of mothers may look a bit different than the typical 9-to-5 approach that the outcome will also be negatively impacted. The opposite is actually true. When women are able to blend their personal and professional commitments through a tailored role, they are able to step into their full leadership potential. At the end of the day, hiring and supporting mothers and women starting families is not just the right thing to do; it’s the smart thing to do.

If you are a mother, a woman planning to start a family, or an organisation seeking to drive change, reach out to your local Page Executive team to find the right match and move the needle forward.

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton

Rewriting the General Counsel Rulebook: From Misunderstood Asset to Strategic Powerhouse

Luciana Casado — Thu, 08 Aug 2024 09:35:40 +0000

Rewriting the General Counsel Rulebook: From Misunderstood Asset to Strategic Powerhouse Luciana Casado

The role of General Counsel has evolved from mere legal advisor to strategic business partner. Here's the why and the how...

By Jennifer Pettigrew and Katherine Jackson

If you’ve read any thought leadership on legal executives in the past decade, you’ve likely stumbled upon some variation of this well-worn trope. It’s a comforting narrative that suggests progress is inevitable, as if General Counsels everywhere are sipping some magical elixir that transforms them into C-suite savants overnight.

The truth? It’s far more exciting and far more valuable for businesses.

Many General Counsels have long been strategic partners, blending legal expertise with business acumen and conscious leadership. The fundamental shift lies in how businesses now perceive and utilise their GCs. Forward-thinking companies are not just adapting to this reality. They embrace it, pushing boundaries and creating new possibilities for their organisations. The right GC isn’t just a safeguard against legal troubles but a catalyst for growth, innovation and strategic advantage.

In this article, we’ll cut through the clichés to explore how today’s GCs are genuinely transforming their roles and why every business leader should care. Whether you’re a CEO looking to gain an edge or a GC charting your career path, what follows will change how you think about the role of General Counsel.

Breaking the Mould: The Modern GC

The image of General Counsels tucked away in dusty offices, poring over contracts and dispensing dry legal advice, has long been a stereotype; one that’s never truly reflected reality. However, what’s changing is the visibility and recognition of the GC’s expanded role. Today, we’re seeing GCs step into the spotlight, taking on responsibilities that shatter these outdated perceptions.

Take, for instance, the GC who now oversees their company’s cybersecurity strategy or the one spearheading a major digital transformation initiative. These aren’t isolated cases of overachieving lawyers; they’re emblematic of a seismic shift in the GC’s role. A recent survey by the Corporate Counsel Business Journal found that 69% of GCs have expanded their responsibilities to include areas such as cybersecurity, data privacy and risk management.

This expansion isn’t just about padding CVs or satisfying professional curiosity. It’s a strategic move that brings immense value to organisations. By immersing themselves in various aspects of the business, GCs gain a holistic understanding of how the company operates. This cross-functional experience allows them to provide more nuanced, business-centric legal advice.

Yet, even as GCs break new ground, many find themselves in need of support and mentorship. Lesley Wan, a trailblazing General Counsel based in London , recognised this need and took action. During her 11-year tenure at Lloyds Bank, Lesley established a mentoring programme to help junior women progress to senior roles. The initiative grew rapidly, eventually reaching 15,500 people across the organisation. She shares, “After the success of Lloyd’s mentoring programme, I started receiving requests from senior women asking to attend our events. They were struggling to connect with other women in similar positions.”

This revelation led Wan to create the Eagle Club, a support network for female leaders, including many GCs. She explains, “I wanted to create a platform where C-suite executives could work alongside General Counsel. This would allow them to better understand our roles, support each other in new positions and provide a valuable network for all involved.”

This emphasis on mentoring and support is not just personal development. It’s about creating a stronger, more diverse legal leadership community.

Problem Solvers, Not Problem Architects

In the more forward-thinking boardrooms worldwide, a shift is occurring. GCs are no longer seen as the bearers of bad news or creators of legal roadblocks. Instead, they’re recognised as vital problem solvers, helping to design and execute ambitious business plans. This change isn’t about GC’s developing new skills out of thin air, it’s about businesses finally realising the value their legal leaders have always possessed.

This change is so pronounced that 87% of GCs in the Corporate Counsel Business Journal survey agreed their role is moving from traditional legal advisor to strategic partner for other senior executives.

We don’t view ourselves as a cost centre but as strategic advisors equipped with deep internal insights and historical knowledge, and uniquely positioned to serve as a trusted resource for the executive team.” She adds, “When offering guidance, GCs must customise their approach to fit their company’s specific circumstances, carefully considering the company’s risk profile and tolerance and strive to provide the best business-oriented solutions.

Kristina Agassi
Award-winning General Counsel and COO

But what does this look like in practice? Imagine a company eyeing a major acquisition. In the past, the GC might have been brought in at the eleventh hour to review contracts and flag potential legal issues. Today, they’re involved from day one, helping to shape the deal’s structure, assess regulatory risks and even strategise on post-merger integration.

This proactive approach isn’t just about avoiding legal pitfalls. It’s about identifying opportunities that others might miss. A GC with a deep understanding of regulatory trends might spot a chance to enter a new market before competitors do. Or they might propose a novel corporate structure that optimises both legal compliance and tax efficiency.

Most of my time and focus is on enterprise executive leadership, not reviewing contracts. Yes, GCs remain the escalation point for business-as-usual legal matters, but we bring so much more to the table than technical legal knowledge. We bring business judgement honed as veterans doing deals and resolving conflicts, empower a company’s freedom to operate within applicable rules, and serve as the company’s conscience to do not just what is legal, but what is right.

Andrew Ting
Chief Legal Officer

Of course, this strategic role doesn’t mean General Counsels have abandoned their duty to protect the company.... far from it. They’re still the voice of caution when needed, but now they’re balancing that caution with commercial savvy. It’s a delicate tightrope walk between managing risk and enabling growth, and it’s one that the best GCs perform with grace and skill.

Navigating the Regulatory Minefield: Why Savvy GCs Are More Vital Than Ever

Today’s business world is a regulatory maze. But this complexity isn’t just a headache. It’s a chance for organisations to make the most of their GC’s expertise. As Andrew Ting puts it, “Two years ago, who knew that GCs would be advising on AI deployment in such a rapidly shifting regulatory scene?”

The pace of change means yesterday’s playbook might not cut it anymore. Boards that have steered growth without prioritising legal strategy could find themselves on the back foot. This is where a strategically positioned GC becomes invaluable.

Consider the following areas where GCs are proving their worth:

AI and ethics: As artificial intelligence takes centre stage, GCs are at the forefront of ensuring ethical use and compliance with emerging regulations.
Data protection: With regulations like GDPR and CCPA, GCs play a pivotal role in safeguarding customer data and maintaining compliance.
Sanctions and trade compliance: GCs help businesses thread the needle of international trade laws and sanctions in an increasingly complex geopolitical landscape.

Soft Skills: The GC’s Secret Weapon

It’s an open secret in the legal world: a significant portion of work outsourced to law firms could be handled in-house if legal departments had the time and staff. This isn’t just about missed opportunities. It’s a call for change in how legal departments operate.

Many GCs are answering this call. They’re building lean, efficient in-house teams capable of handling a more comprehensive range of legal work.

However, building these high-performing teams requires more than just legal expertise. GCs are stepping up as conscious leaders, developing new skills to nurture and guide their teams. As Andrew Ting notes, “Soft skills have proven to be the most enduring skills in my career.” He emphasises the importance of “intellectual curiosity to keep learning” and “listening to understand where people are and where they want to be”.

Lesley Wan highlights communication skills. “As a GC, you shouldn’t just say, no, you can’t do that. The better approach is to say, that’s a really interesting proposition, but have you considered this?” This ability to provide constructive solutions rather than simply negatives is vital for today’s General Counsels.

The most innovative GCs are reimagining legal service delivery entirely. They’re implementing legal operations teams to streamline processes, adopting project management techniques to improve efficiency and using data analytics to make more informed decisions. Lesley shares a practical approach: “I set up an Excel spreadsheet to track cost savings from the outset, demonstrating added value and justifying the legal department’s budget.”

The Digital Consigliere

As GCs transform their departments from cost centres to value creators, they’re also embracing a new role: that of the digital consigliere.

The Corporate Counsel Business Journal survey reveals a telling trend: 72% of respondents see the chief information officers as critical players in driving legal innovation. This highlights the increasing overlap between the legal and tech worlds, with GCs often acting as the crucial link between the two.

Kristina Agassi underscores the complexity of this role: “As artificial intelligence and advanced technologies continue to evolve, tech companies encounter novel legal, ethical and regulatory challenges. General Counsels can play a strategic role by anticipating these issues, advising on ethical considerations and helping to shape responsible innovation practices.”

This isn’t just about playing defence anymore; it’s about harnessing tech to supercharge legal operations and boost the bottom line. The CCBJ poll found that six in ten GCs see AI as a ticket to more high-impact work. It’s a clear sign that smart delegation of routine tasks could free up legal professionals to focus on more strategic missions.

“Law is fun because in-house roles are broad and unpredictable!” says Andrew Ting.”Two years ago, who knew that GCs would now be in charge of counselling on deploying AI in a rapidly evolving technology and regulatory environment?” He emphasises the need for GCs to “step up as enterprise business leaders, capitalising on soft skills to build influence in their organisation, and building a persona as cross-functional, can-do enablers who always get the job done - with good judgement, efficient tactics and strategic vision.”

The role of digital consigliere goes beyond understanding and implementing technology. GCs are increasingly involved in shaping company policies around data privacy, cybersecurity and ethical use of AI. They’re not just interpreting existing laws but often helping to shape new ones as technology outpaces regulation.

However, this digital transformation has its challenges. As Kristina Agassi notes, “For truly innovative tech, such as AI, you may possess as much or more knowledge than your outside legal advisors. If you are forging a new path, it is always acceptable to admit when you don’t know something: this honesty can build credibility with your business team.”

This transformation of the GC from legal guru to tech-savvy strategist is no small feat. It requires a hunger for knowledge, adaptability and the courage to venture into new territory. As Andrew Ting advises, “Always keep learning from other business leaders—watch what they do and what they don’t do. Read a lot, beyond the law.”

Finding Your Strategic Partner: The Page Executive Advantage

As the General Counsel’s influence expands, finding the right legal leader has become more vital (and more challenging) than ever. This is where Page Executive’s expertise shines.

The GC job market is fiercely competitive, with positions scarce and highly sought-after. Companies often receive a flood of applications for General Counsel roles. This abundance of candidates can obscure truly exceptional applicants who offer strategic value beyond legal expertise.

Page Executive’s approach transcends simple skill-matching. We guide clients through the sea of applicants, distinguishing between lawyers who impress on paper and those who demonstrate genuine commercial and strategic insight.

Our deep-rooted connections in the legal community give us access to passive candidates who are not actively seeking new roles. Many top GC candidates prefer the discretion of recruitment firms. We provide a confidential channel for these candidates to explore opportunities.

Great strategic lawyers aren’t as rare as unicorns - plenty are out there. The challenge lies in finding the right fit for your particular needs. Every company is different, with varying appetites for risk and levels of regulatory scrutiny. The ideal GC is the one who best complements these factors, something that isn’t always apparent from a CV alone.

Are you aiming to recruit a strategic GC to propel your business forward? Or are you a legal leader ready for a new challenge? Get in touch with Page Executive or connect with the authors on LinkedIn today. We don’t just seek great legal talent; we uncover exceptional business minds who happen to be lawyers.

Looking to hire your next leader?

Get in touch with one of our consultants now to discuss your leadership talent requirements.

Find a consultant

Looking for your next leadership challenge?

Explore our open opportunities right now.

Search jobs

Looking to build a Sustainability function in your organisation? Download our free eBook now.

Are you looking to hire? Request a call back from our team of experts now.

Thank you for submitting the form

Desktop skeleton