Executive Talent

5 Watch-Outs We’re Asked to Spot in C-suite Interviews

Luciana Casado — Thu, 03 Jul 2025 12:16:08 +0000

5 Watch-Outs We’re Asked to Spot in C-suite Interviews Luciana Casado

By Mark Lawson-Jones, Partner at Page Executive, Technology Sector & Business Services (UK&I and Nordics)

Over the years, I’ve partnered with boards, CEOs, and investors across the UK and internationally to help them build leadership teams that can scale, integrate, and lead through change.

One thing we hear consistently: “Help us look beyond the CV. Show us the signs — not just of capability, but of character and fit.”

In senior hiring, what’s said between the lines often matters most. Here are five common watch-outs our clients ask us to look for in interviews — especially when the stakes are high.

1. A reluctance to own failure

Clients often tell us they want leaders who are self-aware and accountable — not just polished. If a candidate avoids discussing setbacks or reframes every challenge as a win, it can raise concerns about how they’ll handle pressure, feedback, or failure in the role.

What our clients value: Leaders who are open about what they’ve learned and how they’ve grown.

2. An imbalance in how they describe success

How a candidate talks about achievements can reveal a lot. Overuse of “I” may suggest ego; too much “we” can sometimes mask a lack of personal ownership. It’s not about counting pronouns — it’s about understanding how they see their role in driving outcomes.

What our clients value: A balanced view — credit to the team, but clarity on where they made the difference.

3. A weak link between strategy and results

Not every leader needs CFO-level detail, but they should be able to explain how their decisions impacted the business. If they can’t connect strategy to outcomes — especially in roles tied to growth, transformation, or investment — that’s a concern.

What our clients value: Clear thinking on cost, value, and results. Strategic decisions backed by commercial awareness.

4. A tendency to speak poorly of past employers or boards

This one always raises eyebrows. If a candidate leads with frustration about a previous boss or board, we dig deeper. Culture clashes happen — but professionalism, even in tough chapters, is essential at this level.

What our clients value: Maturity, perspective, and a constructive attitude — even when discussing difficult experiences.

5. A lack of curiosity

One of the most consistent watch-outs? A lack of good questions. Senior candidates should want to understand your strategy, team dynamics, and commercial direction. If they don’t ask — or haven’t done the research — it can suggest a transactional mindset.

What our clients value: Thoughtful, forward-looking questions that show real engagement and preparation.

None of these are automatic deal-breakers. But in senior hiring, they’re often signals of deeper issues — and a prompt to explore further before making the call.

If you’re hiring into your leadership team this year and want to talk about what ‘great’ looks like in the interview room, I’d be happy to share what we’re seeing across the market.

We work closely with private and private equity-backed businesses to help them hire leaders who can deliver — not just on paper, but in practice.

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5 Simple Steps for Creating a Great LinkedIn Headline in 2025

Daniel Whitehead — Tue, 22 Oct 2024 07:51:33 +0000

5 Simple Steps for Creating a Great LinkedIn Headline in 2025 Daniel Whitehead

Your LinkedIn headline is more than just a title—it’s your first chance to make an impression and set yourself apart in a competitive executive landscape. With just 220 characters to work with, it's tight but valuable real estate to communicate your leadership, expertise, and unique value.

Why Does Your LinkedIn Headline Matter?

Your headline is the hook that gets people to explore your profile further, and in today’s digital-first world, it's also how you'll be discovered in searches. It may be your gateway to new opportunities like board roles, partnerships, or speaking engagements.

Crafting a Compelling Executive LinkedIn Headline

Here’s a simple framework to help structure an effective LinkedIn headline (you can copy and paste it to get you started):

[Current Profession ] | [Main Skills/Expertise] | [USP] | [Notable Achievement] | [Personal / Career Ambitions]

Let’s break it down:

1. Open with Your Current Role

Your headline should immediately establish your professional identity. Use your current title (e.g., “CEO,” “COO,” “SVP”) to make it clear. If your title doesn’t fully reflect your expertise or aspirations, slightly adjust it to better align with your goals - without being misleading.

Examples:

CEO | Driving Strategic Growth in Global Markets
SVP Operations | Expert in Scalable Business Solutions

2. Showcase Your Expertise

Highlight key skills or areas where you excel, particularly those relevant to your current role or future aspirations. Incorporate keywords that align with your industry or target roles, as these are crucial for making your profile more discoverable in searches. Tailor them to the most in-demand executive competencies, like “strategic leadership,” “digital transformation,” or “change management,” to enhance your value proposition.

Examples:

CFO | Corporate Finance & M&A Specialist | Expert in Business Turnarounds
COO | Operational Excellence & Innovation Leader | Driving Efficiency & Growth

3. Communicate Your Unique Value

What really sets you apart as an executive? Whether it's driving innovation, scaling global businesses, or turning around underperforming divisions, this part of your headline should reflect your personal edge.

Examples:

CTO | Cloud Computing & AI Expert | Leading Digital Transformation Initiatives
General Counsel | Corporate Governance Expert | Trusted Advisor to C-Suite Executives

4. Highlight a Measurable Achievement

Whenever possible, include a specific achievement that quantifies your impact and enhances your credibility. This could involve showcasing revenue growth, cost savings, successful transformation projects, or any relevant awards you’ve received.

Examples:

CMO | Digital Marketing & Brand Strategy Expert | Increased Global Brand Awareness by 40%
CRO | Growth Strategist | Increased Revenue by $100M in FY2023

5. Include Personal Passions or Career Goals (Optional)

Incorporating a personal passion or long-term goal can humanise your profile and connect you with like-minded professionals. It demonstrates your enthusiasm for growth and allows you to showcase your commitments to things like Diversity, Equity & Inclusion (DE&I) and Environmental, Social, and Governance (ESG) initiatives, enhancing your professional brand as a leader focused on positive impact.

Examples:

CHRO | Organisational Development & Talent Strategy | Committed to Building Diverse & Inclusive Workplaces
CEO | Business Growth Expert | Passionate About Sustainable Leadership Practices

LinkedIn Tips for Executives Navigating Career Transitions

If you’re looking to transition into a new leadership role or industry, tailor your headline to reflect your transferable skills and enthusiasm for the change. Focus on what you bring to the new area while making it clear that you’re ready to lead in this new direction.

Examples:

• VP of Sales Transitioning to Chief Customer Officer | Expertise in Customer Success & Business Development
• Finance Director Transitioning to COO | Operational Leadership & Strategic Planning Expert

Your LinkedIn headline should reflect who you really are. Highlight your strengths, but stay authentic. True leadership shines through when you stay aligned with your values. Own your story, and let your headline open doors to the right opportunities.

> Looking to create or enhance your executive CV? Discover our simple guide now.

> Whether you're exploring new leadership roles or looking to hire top leadership talent, reach out to our team today to learn how we can help you make your next move.

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The 'Invisible Revolution' in the workplace: What employers need to know

dylangriffiths — Mon, 05 Jun 2023 15:47:37 +0000

The 'Invisible Revolution' in the workplace: What employers need to know

dylangriffiths Mon, 06/05/2023 - 16:47

We unraveled the most profound transformation of work culture since the internet revolution. Equip yourself with the tools to excel in this changing landscape. Register for the recording now.

/webinar/invisible-revolution-in-the-workplace-what-employers-need-to-know

Download our Guide to Salaries in Executive Roles

Jay Shah — Wed, 05 Apr 2023 14:14:47 +0000

Download our Guide to Salaries in Executive Roles

Jay Shah Wed, 04/05/2023 - 15:14

Attracting talent at the very top has always been a significant challenge, but with the UK skills gap and the rising cost of living, executive salaries have climbed quickly over the past year.

/ebook/salaries-guide-executive-roles

Don't Sabotage Your Hiring by Ignoring ‘Job Hoppers’

reikochew — Thu, 08 Sep 2022 06:17:04 +0000

Don't Sabotage Your Hiring by Ignoring ‘Job Hoppers’ reikochew

How many times over the past 10 years of recruitment have I had feedback from a client that a candidate's CV is ‘jumpy'? Many, many, many, and it is the most consistently received feedback from a shortlisting stage of a recruitment process. Jumpy candidates can still bring value.

I know a lot of recruiters, like doctors know a lot of doctors and taxi drivers know a lot of taxi drivers. Recruiters are in a highly competitive and fast-moving industry, where you are constantly hunting for the best talent in the market to make an impact in your client’s business. My network across the recruitment industry shares the same feedback from their clients.

Are they at higher risk?

Prospective employers see a jumpy candidate as a higher risk to the business in the short term. Many times, I have failed to convince a client to have an initial conversation with a candidate in my network who is qualified for a position I am hiring for them.

There are many reasons a candidate may appear jumpy, and employers are quick to judge a candidate without looking to understand the reasons why. From my own analysis, 20% of all candidates I have hired were working in their previous company for 18 months or less before they joined my client’s business. Of these, 75% had worked in two to three companies with 24-month or fewer tenures during their careers.

According to the latest survey data, the average person changes jobs 12 times in their career. Assume a 40-year career, that once every three and a half years.

Looking Inward Before Passing Judgement

Internal parties controlling the applicant screening stage are quick to judge candidates being presented. Especially if they have made career moves with shorter tenures in the most recent years of their careers, often stating ‘we want someone stable!’.

One observation is that the in-house talent team are part of the same trend. “I see this candidate has had 4 positions in 8 years”, or "this candidate has only spent 18 months in their current role”, or “there is a 6-month gap in their employment 10 years ago” – yet the assessor, or the first line of defense, in the company recruitment process rejecting candidates often comes from a similar background. Surely not? Yes, the hirers have also made ‘short’ moves themselves in their careers as well.

There are a vast number of reasons to explain someone’s career moves, whether personal or professional.

In recent times under the covid pandemic in Asia, businesses have gone through employee downsizing and cutbacks, job positions have merged, relocated outside of a certain country, or people have taken time away from employment to raise children, or take care of a sick parent.

The Future of Work

More recently in Asia companies have seen a bigger trend of talent moving away as their companies are not able to adapt to ‘The Future of Work’, with greater employee expectations on flexible/hybrid/agile working environments, or people switching career paths as they are lacking internal development in their current companies.

Most commonly it is a result of a change in leadership above them and not having the same working relationship or outlook compared to their previous manager. There are many reasons good candidates leave companies, often not due to their abilities.

Why to Reconsider Job Hoppers

When interviewing a candidate for a position and they do have shorter tenures in their career path, take time to understand the reasons why – however trivial it may seem. Dig deeper. With experience in the recruitment industry comes trust. Over the years, my clients trust my opinion and feedback – which is a relief as it’s what I’ve invested my career in – and they are likely to better understand my candidate’s motivations and reasons.

The talent landscape continues to shift, employees have more opportunities and more control as the job market outstrips candidate supply. Invest that extra time to understand why someone has moved. You will be surprised what value they can bring to your company.

Richard Barber
Associate Partner
Hong Kong

Summary

The talent landscape is vastly different than before, and you'll be surprised what value job hoppers can bring. Here's why you should invest extra time to understand why someone has moved.

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Leadership in Times of Crisis: What Abilities Make a Difference?

Anonymous — Tue, 09 Jun 2020 09:00:08 +0000

Leadership in Times of Crisis: What Abilities Make a Difference? Anonymous (not verified)

Crises can arise in many ways and often strike without warning.

In fact, the current global Covid-19 crisis has tested leadership from many different angles and nuances.

Today, more than ever, it is key that executives lead and manage effectively. Addressing the urgent needs of the present is the main task of management, decision making is crucial, in a timely manner, as well as the allocation of resources.

The pace is even faster and the actions are decisive.

On the other hand, leadership involves guiding people towards the best possible result during the crisis, which, like all cycles, has a beginning, a middle and an end.

The leader must be focused on what is likely to come next and start preparing for it. That means looking beyond the immediate to anticipate the next three, four, or five obstacles that will arise along the way.

The best leaders skillfully navigate troubled waters, saving lives, energizing organizations, and inspiring communities.

But what skills differentiate a good leader from a great leader in times of crisis?

We identified five key aspects that make the difference and generate value in today's times:

1) CALM DURING THE STORM

When a crisis hits, the most important task for the CEO is to overcome the natural tendency to become reactive and act defensively.

The great CEOs keep a cool head and continue to work rationally, relying particularly on their ability to think systemically. They must analyze the new reality, adjust their mental models, evaluate the options, make decisions and only then act.

Unlike normal times, they must do all of this very quickly.

Finally, having the ability to work under pressure in an unexpected or crisis situation and to exercise creative thinking in general are strategic advantages in times of crisis.

2) AGILITY

The ability to remain calm in addition to taking rapid action are essential components of solving a crisis. Flexibility, quick response to initial comments and quick adjustments in the course of action - these are the ingredients of effective crisis management.

Contrary to widespread myth, effective CEOs don't rush to act in times of crisis.

But, it's up to the CEO to be quick and agile enough in their decision-making to ensure that an effective course of action is put in place before things get out of hand.

However, even in situations where an unexpected and impromptu decision must be made, CEOs should remember that recruiting the most knowledgeable team members and colleagues remains an option. Any negative risks associated with making a quick decision during a time of crisis can be significantly reduced by remembering that you don't necessarily have to do it alone.

3) NEW LEADERSHIP

The adaptive leader

Today more than ever, executives must adapt quickly and make decisions when necessary. The speed of change continues to accelerate. Executives must lead with transparency, consistency, take steps to create stability in the environment, and continue to provide quality services despite the level of disruptive change.

The adaptive leader develops skills to unlock people's potential, mobilize collective wisdom, and lead collaborative innovative solutions to drive change.

This new type of leader is the catalyst for real transformation in this decade.

Engage people's hearts and minds

In times of crisis, effective business leaders need to be even more attentive to ideas and how their collaborators feel. Through teamwork, CEOs seek and test solutions. In return, they provide the direction and authority their staff seeks. But they must also provide empathy and sympathy for ongoing challenges.

Good CEOs demonstrate this human touch by recognizing the unprecedented nature of the changing situation and working conditions. They make themselves more available to the organization, provide support and advice, and communicate with warmth and humor. Above all, they exhibit optimism and confidence that the crisis can be controlled by working together.

Moving to a new level of leadership requires the ability to influence others to achieve what is needed. Executive leadership involves facilitating people through risk and change; therefore, trust is vital to building the bridge.

No leader is an island and cultivating the power of networks will identify the people who will lead and execute the vision.

When executives do not invest in building and nurturing those relationships, there will be a lack of acceptance and commitment to bring the vision to reality.

True leaders must accept that risk taking is an indispensable part of their jobs, but they must also be mentally and physically prepared for the time of the crisis. Being ready to move when you least expect it and adopting a different pattern of behavior in the short term helps them on the day when unforeseen circumstances arise.

Leave no one behind

In times of crisis, leaders must connect, motivate and inspire others, and show true compassion. Humility and responsibility are key values that make the difference. Just reinforcing being humble simply means understanding your strengths and weaknesses and recognizing the strengths and weaknesses of others.

4) THE ABIITY TO ASSEMBLE A GREAT TEAM

Finding talent should always be a priority for a CEO. The best leaders choose to surround themselves with people as much or even more than themselves. One of the most important characteristics of a good leader is the ability to recognize valuable skills and positive qualities in others, and thus place these key people in roles where they will have the opportunity to shine.

It is increasingly crucial that modern CEOs can accurately assess the potential of others and build a team that will help the company succeed.

In times like today, the ability to find talent extends to the CEO's ability to constantly analyze and evaluate his teams to identify opportunities for improvement.

Digital changes in the workplace have already been proven to alter leadership roles by creating a greater focus on teamwork and new skills are needed. And considering the speed of changes in recent times, the result of this reevaluation of talent could result in the need for profile changes within teams, mainly on the agenda related to challenges in terms of leadership, learning ability and adaptation to change.

Make sure you are working with other leaders within the organization.

Successful leaders continually encourage the improvement and development of new skills and are committed to creating a safe place for growth, learning, where you will be constantly challenged and also challenge your collaborators.

5) COURAGE AND RISK TAKING

Courageous leaders inspire courage in others: courage to face complex situations; courage to carry out difficult conversations; and mainly courage to promote additional efforts.

A good example of courage in terms of leadership is the willingness, ability, and courage to confront others assertively and constructively. It is also the courage to deliver difficult messages.

Courage is often associated with taking risks, since courage is required to take them. A typical mistake is worrying about failure; committing insufficient resources or energy to guarantee success.

Having the courage to take calculated risks is a fundamental skill, since extremely cautious executives tend to wait too long until they are safe, and that, in business, could mean that it is too late.

According to a Harvard Business Review publication, emotion is always in the mix, and may even be an asset when making a courageous move, the following questions can help in logically calculating whether the time is right:

Why am I pursuing this now?
Am I contemplating a considered action or an impulsive one?
How long would it take to become better prepared? Is that too long?
What are the pros and cons of waiting a day, two days, a week or more?
What are the political obstacles? Can these be either removed or reduced in the near future?
Can I take steps now that will create a foundation for a courageous move later?
Am I emotionally and mentally prepared to take this risk?
Do I have the expertise, communication skills, track record, and credibility to make this work?

Spending too much time on any or all of these questions, of course, can lead you into Hamlet's trap, and the opportunity for courage may pass you by. At the same time, too little consideration can result in a rush jump. It is important to remember that courageous action in business is for the most part deliberative.

And without a doubt, choosing the right moment is the most difficult part of the "calculation of courage"; since a deep sensitivity to the environment and a lot of patience are needed.

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Questions?

Nathália Molteni

Associate Partner
T: T +56 (2) 2585-3230
E: NathaliaMolteni@pageexecutive.com

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The Derailing Factors Behind Personality Traits

Anonymous — Fri, 29 May 2020 12:38:51 +0000

The Derailing Factors Behind Personality Traits Anonymous (not verified)

Even before the phrase ‘the war for talent’ came into being in 1997, having the right talent in the right roles was a prime concern facing all executives and HR professionals. And now, identifying and supporting talented individuals is so important (and at the centre of successful enterprise management) it could be a practice area of its own.

4 TIPS TO MANAGING DIFFERENT PERSONALITIES

With high potential comes the possibility of personality traits that could potentially halt an individual’s long-term progress. These damaging personality traits can take the form of personality dysfunction i.e. aggressiveness or insensitivity to others, or a motivational dysfunction i.e. lack of energy or willingness to work hard. These two types of dysfunctions are highlighted as they can seriously affect the whole organisation. When managing different personality types, it is important to keep in mind these four tips:

1. Separate

Separate personality and motivation. You also assess them separately. With the module Page Executive works with (see figure) the competencies of a person are made up by knowledge/ experience (learned), capabilities/skills (learned), personality and motivation/ interest

2. There are no "right" traits

In general, personality is not wrong or right, but different personalities traits, and their indicated levels, highlight different “advantages” and “disadvantages”

3. Be clear

It is important to always clarify and define the requirements of a role. Which traits/behaviours are critical to success in that role? Therefore, you can have a personality that matches a certain role.

E.g. someone with a high openness is very curious, tries out new things, and is creative. This is very helpful in a role such as researcher, or certain roles in marketing, but will not match an accountant role.

4. Extravert or Introvert?

Extraverts like talking to people and are outgoing, so they fit very well in sales positions. However, if a person is quiet and reserved, a better fit would be where they don’t need to interact with people e.g. data focused position.

In the end, it is all about the fit and positioning of the right people in the right jobs to help them thrive and keep them motivated. Want to know more? Download the full report.

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Questions?

Stephan Surber

Senior Partner
T: T +41 44 224 2235
E: Stephansurber@pageexecutive.com

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Searching for your Next Executive Team Member

Anonymous — Tue, 26 May 2020 11:41:46 +0000

Searching for your Next Executive Team Member Anonymous (not verified)

HOW DO YOU MEASURE POTENTIAL?

To search for and find potential, you need to know how to measure it. Growth elements such as the following help individuals learn new career skills:

adaptability
learning orientation
openness to feedback
drive
energy
achievement orientation
career ambition
results orientation

However, they may be less important in different work environments. Their adaptability, learning orientation, and risk taking can be stifled by current work and its context – meaning a person not showing these traits might have them, but they are unused due to situational pressures and demands.

Moving this person to a new assignment may allow latent components to be unleashed, highlighting previously hidden potential. In this instance, new assignments are useful for learning new skills and knowledge, alongside demonstrating behaviours and skills previously hidden.

3 COMPONENTS TO DISCOVERING POTENTIAL

What then are the key components for discovering potential in an individual? In the ‘The Pearls and Perils of Identifying Potential,’ by Silzer and Church, they list the seven key components, reached after an exhaustive research into nine models used by assessment companies and consulting firms, and two corporate surveys.

Breaking down analysis of individuals in this way helps senior leaders, managers, and human resource professionals make better decisions in the identification of high potential people. Better identification of existing high potential people in an organisation, combined with improved search and selection processes, drives businesses on towards success. Following on from seven key components, Silzer and Church divide them into three wider areas that support a talent management strategy focused on potential:

Growth Dimensions:

components that help or hinder an individual’s growth and development, (include adaptability, flexibility, and motivation). These traits are stable over time, but with access to learning and a supportive environment, alongside an engaging topic for the individual, they can strengthen. They are also useful as indicators regarding the acquisition of new skills.

Foundational Dimensions:

competencies people have throughout their careers, including cognitive ability, personality characteristics and interpersonal abilities. They are fairly stable and hard to alter, and only develop with considerable intervention and support from others.

Career Dimensions:

early indicators of potential in a specific career area. Specific to different careers but often include supervisory skills, potential for management, and potential for success in project management.

FOUR TYPES OF HIGH POTENTIAL COMPONENTS

Silzer and Church describe the four types of high potential components relevant to understanding the model, supporting their supposition that the stable components (cognitive skills, personality traits), career skills, and knowledge can improve during the course of a career. Increased focus by organisations on learning variables with new skills outcomes can assist with evolving career skills.

Evolving components:

that an individual acquires through career experiences (mostly Career components).

Intervening components:

that influence the degree an individual can grow and develop in other areas (mostly Growth components).

Latent Components:

that need the right context and support from the management or HR to express themselves (mostly Growth components).

Stable, consistent components:

that can be measured similarly at different career stages (mostly Foundational components).

Now that you know how to measure potential, find out what to do with this data when it comes to high potential talent. Download the full report.

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Questions?

Stephan Surber

Senior Partner
T: T +41 44 224 2235
E: Stephansurber@pageexecutive.com

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2019 C-Level Compensation Study | Brazil

Anonymous — Wed, 17 Apr 2019 08:56:48 +0000

2019 C-Level Compensation Study | Brazil Anonymous (not verified)

Dedicated exclusively to present compensation and benefits packages of company CEOs and Executive Officers, Brazil Page Executive’s Compensation Study, the seventh Edition, aimed at assisting you in your company’s guidelines and in your career direction.

In 2019, in addition to the analysis of our database and a series of surveys with a select group of top-ranking executives, we have the collaboration of the Human Resources departments of 54 companies, from a variety of sectors and with wide-ranging revenues.

The aim of data cross-checking was to outline all aspects that compose the overall compensation of senior management in Brazil, analyzing variables such as current bonuses, long-term incentives, D&O insurance, and other benefits including medical assistance, company commuting, etc.

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