https://www.pageexecutive.com/ en https://www.pageexecutive.com/advice/topics/executive-trends/highest-paying-jobs-chinese-mainland Economic uncertainty, geopolitical shifts, and technological disruption are reshaping China's executive talent market. Companies no longer seek leaders who simply manage at scale—they need executives who can navigate complexity, spearhead transformation, and connect cultures across borders to drive sustainable growth.This ranking, drawn from Page Executive's industry experts, highlights the 10 highest-paid roles across Industrial and Manufacturing, Tech, Finance, Healthcare and Life Sciences, Consumer, and Going-Global sectors. As Jesaline Huang, Managing Partner at Page Executive China highlights, the pattern is clear: premiums go to those who combine breakthrough innovation with execution, shape capital narratives while defending value, and connect China's story with global resources.Here are 2026's best-paying executive positions in the Chinese Mainland. This resource is designed not only for those eyeing executive positions but also for job seekers at various stages of their careers, offering insights into sectors known for their competitive compensation packages.Note: Salaries on the list only refer to annual cash salary (unit: RMB), excluding non-cash compensation such as stocks, options, and equity. Salaries can differ from one company to another, depending on your skills, knowledge and experience.Top 10 best-paying jobs in the Chinese Mainland1. Capital Market Strategist CFO (RMB 2 million–5 million)As China's capital markets evolve, the CFO role is splitting. The highest-paid are no longer defined by scale alone, but by their ability to shape capital narratives and drive long-term value under uncertainty.The "IPO CFO" has moved on. Compliance and reporting are table stakes. Today's sought-after CFOs are capital strategists who translate complex businesses into compelling equity stories across A-shares, Hong Kong, and overseas markets. They own the full lifecycle—from pre-IPO structuring to post-listing valuation and investor confidence.What sets them apart? Jesaline Huang shares that first, they think beyond the IPO—boards pay for CFOs who actively manage market cap through disciplined IR and valuation defense. Second, they bring industry depth first, finance second; the best come from hard tech, new energy, and life sciences, turning R&D pipelines into investor-ready narratives. Third, they've proven themselves in high-difficulty deals—counter-cycle listings, cornerstone raising in weak markets, and complex Red-chip or VIE structures.2. Chief Executive Officer / President (RMB 1.5 million–6 million+)Economic downturn and rising local competitors—this is the reality most foreign-invested enterprises in the Chinese Mainland face today, and why many are now replacing their China heads.As Peggy Zhu, Partner at Page Executive China points out , companies need leaders who understand China's current business challenges, have a proven track record of driving breakthroughs—gaining market share while staying profitable, executing second growth curves, or turning losses into profits—and can effectively "tell the China story" to secure resources from headquarters while driving local strategies with full compliance.Private equity adds another layer of demand. Geopolitics, poor performance, and second-generation succession reluctance have pushed more capital firms into buyouts, creating acute scarcity for business leaders with strong post-investment management skills.Meanwhile, domestic companies are also in the hunt. Founding teams are retiring, and second-gen heirs are building their own leadership benches, seeking professional executives to drive second and third growth curves. Three fronts, one conclusion: battle-tested CEOs remain the highest-paid, most sought-after talent in industrial China.3. Global Operations & Supply Chain Head (RMB 2 million–6 million)As Asia solidifies its position as the world's manufacturing hub, Global Operations and Supply Chain Heads have become one of the highest-paid roles in industrial China.This is no longer just logistics or procurement—it now demands leaders who master both factory management and end-to-end supply chain integration. From production planning to global distribution, they must balance efficiency, cost, and resilience. Peggy notes that those who combine shop-floor expertise with global supply chain strategy are the rarest.Equally critical is stakeholder management—coordinating across regions, balancing market demands, and bridging cultures. Companies need operators who can connect global strategy with local execution.With Chinese firms going global and multinationals deepening their Asia footprint, supply chain leaders with both global vision and local delivery capabilities will remain at the center of the talent war.4. AI Algorithm Director / LLM R&D Director (RMB 3 million–5 million+)AI Algorithm Directors and LLM R&D Directors are the highest-paid technical roles in the tech sector today. With large model development, inference optimization, and multimodal algorithms at the core of the AI race, AI unicorns, internet giants, and intelligent manufacturing firms are competing fiercely for this rare talent.From the perspective from Celest Wen, Associate Partner at Page Executive China, the scarcity of algorithm leaders far exceeds that of general algorithm engineers. What companies value most is no longer just academic credentials or publication records, it's the ability to lead teams through core technical breakthroughs and drive algorithms into production. Those who can bridge the gap between cutting-edge research and engineering execution are the ones commanding top dollar.Despite a continuous wave of overseas PhD returnees, supply still falls far short of demand. This imbalance keeps pushing up the value of algorithm leaders with both technical vision and battle-tested execution skills, placing them firmly at the top of the talent pyramid.5. China / Greater China CEO – Consumer Sector (RMB 2 million–5 million+)The China/Greater China CEO in the consumer sector ranks among the highest-paid executive positions in the Chinese Mainland, particularly for multinational FMCG brands, luxury and beauty groups, global F&B giants, and large domestic consumer conglomerates.These leaders oversee one of the world's most competitive markets, often managing revenue portfolios exceeding USD 1 billion, which justifies their premium compensation. But the role has grown increasingly complex, shaped by macroeconomic pressures, digital disruption, and rapidly shifting consumer behavior.As Samantha Li, Partner at Page Executive China notes, these changes are directly influencing how companies hire and select CEO and GM-level leaders. First, "stock replacement" is driving CEO turnover—companies to bring in new leaders to address performance and share price pressures. Second, demand for transformation-focused CEOs is rising; the market no longer rewards those who simply maintain the status quo but seeks leaders who can strategically reshape the business. Third, cross-cultural and global leadership skills have become critical—CEOs must bridge headquarters and the China market, effectively telling the "China story" while securing resources in global negotiations.It is this ability to drive growth amid complexity that keeps consumer sector China CEOs firmly at the top of the compensation pyramid.6. Regional Commercial Director / VP (RMB 1.5 million–5 million+)As multinational companies restructure their Asia operations, a growing number are integrating China businesses into broader APAC markets. This shift is creating a wave of new Regional Commercial Director and VP positions across Asia Pacific, North Asia, and South Asia.These roles demand a unique combination of capabilities: deep understanding of each market's nuances, ability to tailor strategies for individual countries, and the leadership to guide cross-cultural regional teams. Soft skills are no longer nice-to-have—they are essential.However, most candidates who built their careers locally lack cross-cultural leadership experience. They may have managed teams in Southeast Asia or Northeast Asia, but rarely an entire APAC region spanning markets as diverse as New Zealand and Australia. This gap makes truly regional leaders highly sought after—and highly compensated.7. Growth-Oriented CEO – Asia Pacific / Greater China (RMB 2 million–4.5 million)CEO roles are always in high demand, but the emphasis on "growth" has intensified significantly heading into 2026. Accelerating AI disruption, rising geopolitical uncertainties, global supply chain restructuring, and increasingly rigid ESG requirements are converging to reshape expectations, making "maintaining" equivalent to slow decline. Companies urgently need leaders who can create new growth opportunities, not just protect existing ones. As Maryann Wang, Associate Partner at Page Executive China notes, the most sought-after CEOs demonstrate strategic agility, navigating uncertainty while balancing short-term performance with long-term growth engines. They possess learning agility and cognitive flexibility, the meta-competency to learn quickly across industries and adapt thinking models through rapid change. They remain emotionally stable under pressure, steadying their teams while guiding them toward progress. And with AI and data reshaping every industry, driving digital transformation is now a core requirement. CEOs who can turn disruption into direction are exactly what companies are betting on—and paying a premium to secure.8. Chief Medical Officers (RMB 1.8 million–3 million)In China's Healthcare and Life Sciences sector, Chief Scientific Officers and Chief Medical Officers rank among the highest-paid executives, leading innovation in drug development and clinical strategy. Maria Karp, Partner at Page Executive China, highlights that the CMO hiring landscape is seeing a notable revival but required skill sets have evolved. Demand is shifting from late-stage oncology trials toward earlier-stage experience—Investigator-Initiated Trials, Phase I/II studies—and broader therapeutic areas including immunology, metabolic diseases, rare diseases, and CNS disorders.Across both roles, potential alone no longer commands top salaries. Employers now prioritize tangible, proven results—leading an IND filing, launching a commercial product, or closing a successful cross-border BD deal. Professionals with FDA/EMA regulatory experience or English fluency for global collaboration command a 30–50% premium over those with only local expertise.9. Managing Director – Europe / Southeast Asia (RMB 1.5 million–2.5 million+)This is a high-value position in Chinese private enterprises' overseas expansion, targeting manufacturing companies with strong technical expertise and surplus production capacity, domestic industrial component suppliers, and private new energy and industrial equipment companies. These roles focus on core overseas markets, exporting domestic excess capacity, building localized operations, and driving second-curve growth—hence the competitive compensation.Chinese private enterprises are accelerating overseas expansion as domestic growth slows. Europe and Southeast Asia are now key strategic markets for capacity output and market expansion. This shift is redefining regional MD and GM roles, as pointed out by Tina Lv, Principal at Page Executive China.Domestic growth bottlenecks are driving demand for overseas talent. Capacity output and localization capabilities have become core competencies. Cross-border compliance and cultural integration skills are now essential.10. Chemical R&D / Advanced Materials Process Engineering Director (RMB 2 million+)Surge in semiconductors, robotics, and low-altitude economy drives demand for materials experts with molecular design and process scale-up capabilities.The critical gap is moving from lab to mass production. Leaders mastering high-purity synthesis, continuous flow reactor design, and crystallization determine import substitution success in high-performance materials like PEEK, PI, LCP, and solid electrolytes.Anne Xu, Principal at Page Executive China, highlights that most sought-after should be T-shaped talent combining reaction kinetics with automation systems. Private firms offer "high salary + equity" for overseas 10,000-ton production line experience; "Sci-Tech Reform Enterprises" use market pay to lure back core experts.Geopolitics and domestic substitution redefine value—next-gen material definers win. Overseas Chinese scientists from Europe, US, and Japan fill critical gaps in semiconductor materials, advanced lubrication, and lightweight composites.How to break through as an executive candidateFor executive candidates aiming to harness opportunities, drive value, and forge a resilient career path in the coming year, our specialists at Page Executives offer strategic guidance to navigate your career towards uncharted territories.Embrace innovation and breakthroughs while honing fundamental competencies. Challenge traditional methodologies, stay abreast of industry trends, pinpoint and address critical business challenges, contribute performance enhancements, create value, and create new opportunities for your organisation. Move away from a traditional employee mindset, embracing a posture of ownership and risk management. In a market filled with uncertainties, it is difficult for executives without a clear path and entrepreneurial spirit to lead their teams to break through. The market will gradually abandon executives who cling to the old mentality of professional managers. Cultivate self-awareness, distinguishing your inherent capabilities from those augmented by your current role and understanding the skills you possess independently of your organisational position. Embrace the growth (and most of the time, discomfort) that comes from navigating the unknown. Develop the acumen to manage complex situations and relationships, eschew perfectionism, avoid oversimplification and premature judgments, forge diverse professional networks, and sustain a global outlook.These principles equip executives with the mindset and strategies to excel in dynamic markets, ensuring leadership resilience and sustained career advancement. Thu, 12 Mar 2026 02:28:58 +0000 Page Executive 1155276 https://www.pageexecutive.com/advice/topics/interview-series/legal-professional-insights-jennifer-pettigrew Meet the Experts: Jennifer Pettigrew Tuesta In our latest Meet the Experts feature, Jennifer Pettigrew Tuesta, Senior Partner and Head of Page Executive’s Global Legal Practice, shares her perspective on the forces transforming the in-house legal market across the U.S. and globally. Tell us about your practice. I’ve been with Page for over 12 years, exclusively focused on the in-house counsel market. I currently lead our Global Legal Practice for Page Executive and head the In-house Attorney Search Practice in the U.S. My focus is on placing mid- to senior-level attorneys within the financial services industry—including buy-side, sell-side, and fintech organizations. I manage searches ranging from Director-level roles (Associate/Assistant General Counsel) to executive-level General Counsel placements. Most of my work is retained or exclusive, allowing me to partner closely with clients who value a strategic, high-touch approach to recruitment. What’s something important in your practice for the rest of 2025? For the remainder of 2025, I’m focused on helping clients navigate a rapidly evolving legal talent landscape. There’s growing demand for attorneys with expertise in regulatory compliance, data privacy, and emerging technologies like AI.  Specifically, within financial services, we’ve seen an increase in hiring within the private credit and digital assets industries. My goal is to continue building long-term partnerships with clients who are thinking strategically about their legal teams and want to attract talent that can grow with their business. What are customer and other insights telling us about activity in your practice area? Clients are becoming more intentional and forward-thinking in their hiring strategies. Many are reevaluating the structure of their legal departments and seeking attorneys who can operate across multiple functions. At the same time, candidates are placing greater emphasis on culture, flexibility, and long-term career growth.    That said, compensation is still king. While other factors like hybrid work and career development matter, competitive pay remains the top driver of candidate interest and decision-making. The market is active, but both sides are more discerning—making alignment, transparency, and speed more important than ever. What’s the biggest mistake companies make in their hiring process? One of the most common missteps is underestimating the importance of candidate experience. In a competitive market, how a company presents itself during the interview process can make or break a hire. Delays, lack of clarity, or inconsistent communication can cause top candidates to disengage.    Another critical mistake is not making the best possible offer from the start. A strong initial offer sends a clear message that the candidate is valued and helps avoid uncomfortable back-and-forth negotiations. It sets the tone for the relationship and reflects the company’s commitment to attracting top talent.    The best outcomes happen when companies treat candidates like future colleagues from the very first interaction. What’s the biggest piece of advice you would give to candidates looking to stand out during the recruitment process? As a former athlete, one of my favorite sayings is: “Hard work beats talent when talent doesn’t work hard.” The same applies to a job search. A strong resume might get you in the door, but the real work begins during the interview process. The most memorable candidates bring their A-game—they’ve done their homework, understand the role and the company, and are ready to engage meaningfully. The best candidates aren’t always the ones with the most impressive resumes, but those who are clearly prepared and committed to the process. Can you share some of your greatest recruitment successes or placements? In 2025, I’ve had the privilege of helping two investment banks strategically build out their in-house legal teams, successfully placing talent across ten Director-level and above searches. Recruitment is a relationship-driven long game, and I’m proud of the partnerships I’ve cultivated—many of which have led to repeat engagements. Ultimately, the most rewarding part of my work is helping candidates find new opportunities. It’s a privilege to play a small role in someone’s career journey. Outside of the recruitment industry, what motivates you? Outside of my career, my biggest motivation is my daughter. Becoming a mother completely changed how I see the world and how I define success. Before she was born, I was driven by achievement and ambition. Now, I’m driven by purpose. I want her to grow up seeing that working mothers can have it all — a successful career, fulfilling hobbies/passions, and time for family. She’s taught me to slow down and to be present, and to find joy in the small moments. Everything I do, professionally and personally, is with her in mind. What’s a passion that’s shaped how you approach your career? Growing up, soccer taught me the importance of punctuality, discipline, teamwork, and accountability. Playing at the collegiate level reinforced those values and helped me build habits that have been essential to my professional success. The structure of training and the commitment to a team goal shaped how I approach leadership, collaboration, and consistency in my work. More recently, I’ve turned to marathon running. It’s a different kind of endurance, but one that draws heavily on tools I’ve developed through my career — planning, being adaptable, and staying resilient when things don’t go as expected. Running gives me space to reflect, reset, and reconnect with the drive that’s fueled me since my days on the field. Find out more about our Legal practice here, and reach out to me directly to discuss your needs. Thu, 12 Feb 2026 11:48:20 +0000 1880706 https://www.pageexecutive.com/advice/topics/interview-series/legal-professional-insights-anna-jacobs Tell us a bit about your practice?  I lead our US Legal & Professional Services practice group; we’re based out of our New York City office and specialize in recruiting interim and permanent legal professionals and leadership roles into law firms and professional services organizations across North America. What are some emerging roles or skills that employers are increasingly seeking in your practice? Legal talent is always consistently in demand. Our in-house legal team have had a steady demand for attorney’s specializing in regulatory, compliance and contract review work. On the private practice side, it has been a busy year for litigation, immigration, capital markets and anti-trust vacancies. Intellectual property, data privacy and employment specialists are also in great demand! What should companies look for when selecting a recruitment agency? I think it’s important to work with a recruiter who takes the time to really understand the specific needs and goals of each vacancy. When I’ve been the other side of the fence recruiting for my teams and selecting recruitment partners, I’ve always worked with specialists who I feel I can trust: to run a truly thorough search, to properly assess and vet candidates and to take care of all the small but important details and steps throughout the process behind the scenes. It’s so important to work with a great recruiter who you can rely on to work efficiently, swiftly and thoroughly to search for and secure the right talent for you! What are customer and other insights telling us about activity in your practice area? TT24: Salary Dissatisfaction – both globally and in the US, the legal sector represented lower current job satisfaction than average with 53% of the workforce reporting feeling neutral or negative with their current role. TH Insights: In the US, salary dominated career motivators with “clear path for career progression” being third. This industry had salaries depressed during COVID and loyalty seems to have worn out; how does your company index your salaries against your competition? How can candidates make a lasting impression on recruiters or hiring managers during the recruitment process? The candidates that really stand out and tend to perform better at interview are those who clearly articulate their skills and experiences, who give a good sense of their working style, professional journey, and future career goals. Clients expect candidates to have the skills/ experience necessary to meet their needs, what they really want is to feel that candidates are serious about the vacancy and are excited by the prospect of working for them/ their team for the long haul. Never underestimate the power of connection - bringing experience to life and giving a sense of work/ leadership style, providing examples that demonstrate flexibility, hands-on approach and commitment to delivering for the firm/ business. Clients often want to hear that candidates are willing to go the extra mile, rolling up their sleeves and delivering daily! What are the top three lessons you’ve learned over the years that you now apply to every recruitment project? It’s important to provide honest feedback e.g. letting clients know if the compensation they’re offering is out of kilter with the market, or that their approach to recruitment needs rethinking. We are lucky to have a large insights team who produce annual compensation data and feedback from candidates worldwide on what matters most to them when it comes to retention and attracting new talent. To take the time to really listen and understand – whether it’s reading between the lines when taking the job brief (understanding any challenges in the role within the organization and what skills are needed to navigate these) or understanding from the candidate what sort of environment and set-up they thrive in and will result in a successful long-term hire. Sometimes the perfect candidate is the last person you speak to when shortlisting (or even applies after the closing date)! I’m always thorough, casting the net far and wide – continuously looking to find the perfect hire for each search! Find out more about our legal and professional services practice here, or reach out to me directly to discuss your needs. Thu, 12 Feb 2026 11:41:03 +0000 1880686 https://www.pageexecutive.com/advice/topics/interview-series/legal-professional-insights-megan-mcardle Market Insights from Megan McArdle, Page Executive Could you tell us about your practice and areas of focus? I specialize in recruiting senior and executive-level business professionals within law firms and professional services organizations across the United States. Within the legal sector, I partner with firms ranging from highly specialized boutique practices to some of the largest global firms. What types of roles do you typically recruit for? Chief Operating Officer Chief Marketing Officer / Chief Business Development Officer Chief Communications Officer Director of Business Development Director of Marketing / Marketing Technology / Marketing Operations / Events Director of Communications / Public Relations Director / Head of Practice Management Head of Research / Knowledge Management / Library Services Managing Clerk What changes in the industry have had the biggest impact on your work? Law firms are increasingly recognizing the strategic impact of business development, marketing, and communications leadership. We’re seeing a shift from execution-oriented roles to positions that influence firmwide growth, market positioning, and client engagement strategies. There is also a clear acceleration in technology adoption—including AI—alongside a greater focus on client experience and data-driven decision-making. As a result, roles have become more specialized, with rising demand for leaders in areas such as content strategy, competitive intelligence, and client feedback programs. Are there any common mistakes candidates should avoid? Two recurring challenges are insufficient preparation and lack of clarity when communicating experience. Law firm hiring processes often involve multiple stakeholders, so candidates need to be able to tailor their narrative to strategic priorities, operational expectations, and cultural context. We also frequently hear from clients that while a candidate’s résumé may look strong, interview responses sometimes lack depth. Titles and achievements are not enough—candidates need to articulate how they led initiatives, influenced stakeholders, and delivered measurable outcomes. Specificity and preparation make a meaningful difference. Why is recruitment meaningful to you? I see my role as a strategic advisor, aligning the ambitions of high-performing professionals with the evolving needs of complex and forward-looking organizations. Recruitment is not simply about matching qualifications to job descriptions—it is about understanding leadership, culture, and long-term strategic fit. I bring a consultative approach grounded in empathy, discretion, and market insight. Supporting someone through a career transition is both a responsibility and a privilege, and my goal is always to facilitate placements that create lasting impact for both the individual and the organization. Find out more about our Legal and Professional Services practice here, or reach out to me directly to discuss your needs. Thu, 12 Feb 2026 09:22:43 +0000 1873021 https://www.pageexecutive.com/advice/topics/executive-trends/legal-forecast-2026 Legal Leadership in 2026: What’s Emerging?  AI governance and data privacy could reshape priorities. Commercial leadership and client experience may gain weight. Talent mobility and compensation strategies under pressure. Curious about the full picture? Download the Full Report: Trends & Predictions for 2026 Inside you’ll find: Roles expected to rise in demand Insights from senior consultants across North America Salary benchmarks for top legal positions Strategic advice for hiring and retention  Download now Fri, 09 Jan 2026 09:53:01 +0000 1896756 https://www.pageexecutive.com/advice/topics/interview-series/legal-professional-insights-stephanie-morris An Interview with Stephanie Morris, Page Executive Tell us a bit about your practice. I specialize in recruiting lateral attorneys across the United States, partnering with law firms that range from elite boutiques to Am Law 100 global firms. My practice is built on deep market knowledge, discretion, and a commitment to helping attorneys make strategic career moves that align with their professional and personal goals. What changes in the industry have had the most significant impact on your work? I’m sure everyone is growing fatigued of hearing this answer, but yes, AI is having a real impact on the legal market. While AI will never replace attorneys, it is streamlining everything from contract analysis to legal research, and it is reshaping traditional staffing areas such as document review and paralegal support. For recruiters, this means placing attorneys who can work alongside AI tools, interpret outputs, and focus on higher-value strategic work. It also means identifying talent with hybrid skill sets, those who understand both the law and the technology transforming it, and who are willing to grow and embrace change. What kinds of roles do you typically recruit for, and are there specific industries or specializations where you have developed significant expertise? I typically recruit for associate, senior associate, and counsel-level roles across a wide range of practice areas, including M&A, Capital Markets, Private Equity, Real Estate, Structured Finance, Energy and Infrastructure Projects, Intellectual Property, General Litigation, Employment, and more. What are customer and other insights telling us about activity in your practice area? It’s an interesting time to recruit in the lateral market. Partner-level transitions, including group moves, are drawing significant attention due to their volume and commercial impact. But partners aren’t the only ones making moves. Firm Prospects reported over 8,000 lateral hires across Am Law 200 firms in the first three quarters of 2025, with Q2 alone accounting for more than 2,800. There’s no single explanation for this movement. Some suggest loyalty to firms has diminished, with attorneys becoming more open to exploring greener pastures. Others point to the appeal of boutique firm culture and flexibility. Bloomberg Law also reported that firms that struck a pro bono or settlement deal with the administration have, in some cases, experienced an exodus of attorneys, junior and senior alike. Clearly, multiple factors are shaping candidate decision-making. Are there any common mistakes that candidates should avoid? Be selective and thoughtful. Write a cover letter that shows why you’re genuinely interested in a firm. Quantity-over-quality applications can backfire, and firms do review your submission history. Keep it simple. Avoid over-designed resume templates. A clean Word document that clearly outlines your experience is best. Track your submissions. The lateral market is certainly not short of recruiters. So, if you find yourself working with more than one, keep detailed records of where you’ve been submitted. Ask the right questions and choose a recruiter who is professional, honest, and transparent. They’re representing you to key decision-makers who could have a huge impact on your career path. Why did you get into recruitment, and why is recruitment important to you? I’m a lawyer, though I don’t practice law. Working in the lateral attorney market allows me to stay close to an industry I’m very passionate about. I have immense respect for the work attorneys do, their education, their professional standards, and their commitment to pro bono service. At Page Executive, I have the privilege of working with global law firms and collaborating with colleagues across international markets. This global perspective keeps us closely connected to our clients’ cross-border challenges and strategic growth plans. It allows me to offer insights that go beyond local market dynamics. My goal is to make the process of exploring new opportunities feel human, relatable, and even enjoyable. Career transitions can be daunting, and I aim to be a steady, supportive presence during what can be a stressful time. Tue, 23 Dec 2025 08:53:28 +0000 1872936 https://www.pageexecutive.com/advice/topics/executive-talent/spot-c-suit-interviews 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. Thu, 03 Jul 2025 13:16:08 +0100 Page Executive 1580066 https://www.pageexecutive.com/advice/topics/executive-events/reverse-mentorship-intersectionality Reverse Mentorship & Intersectionality: Elevating Voices, Driving Change In June 2025, PageGroup marked Pride Month by shining a light on a unique and powerful reverse mentorship experience between two colleagues from different areas – Nolhan Vairac, Talent Partner, Sales Engineering & Ops Profiles at Page Outsourcing, and Marlène Ribeiro, Managing Director at Page Executive Continental Europe. Together, they explored the complex and often invisible intersections of ethno-cultural identity, gender fluidity, and non-binary experiences – vital conversations that remain far too rare in corporate spaces. Their journey was not just a celebration of diversity, but a call to action: to listen, to learn, and to evolve. Why Reverse Mentorship Matters Reverse mentorship turns traditional power dynamics on their head – and that’s exactly where its power lies. It creates space for authentic dialogue, mutual growth, and a deeper understanding of experiences often overlooked or misunderstood in corporate culture. For Marlene and Nolhan, this was more than a professional exchange. It was a brave, human conversation; one that left a lasting impact on both sides. Marlène RibeiroManaging Partner & Head of the Technology Practice Marlène Ribeiro is widely recognised as a forward-thinking leader in executive search. Known for her ability to anticipate societal shifts, she ensures that leadership recruitment evolves in step with the world around it. With deep expertise in C-suite and senior leadership roles, Marlène has seen recruitment strategies transform over the years – and has consistently been at the forefront of that change. A passionate advocate for inclusiveness in leadership, she regularly speaks at conferences across France, championing greater diversity at the highest levels of business. .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Wed, 02 Jul 2025 15:12:01 +0100 Page Executive 1578596 https://www.pageexecutive.com/advice/topics/executive-events/disability-and-leadership In June 2025, Page Executive France hosted a roundtable in Paris to explore the intersection of disability, power, and leadership – a conversation still too uncommon in the executive sphere. The event was led by Marlène Ribeiro, Managing Director at Page Executive Continental Europe, and brought together four inspiring voices who shared their lived experiences with honesty, courage, and hope: Sophie Cluzel, Former Secretary of State for People with Disabilities Virginie Delalande, Lawyer and Founder of HANDICAPOWER Ksénia Chasteau, Former World No.1 Junior in Wheelchair Tennis Arnaud Trier, Regional Finance Director at PageGroup Together, they addressed the critical question of why disability remains largely absent from conversations about leadership — and how this can and must change. Some of the key topics discussed included: The importance of making disability a visible topic among senior leadership The responsibility of executives to inform, raise awareness, and drive accountability for inclusion The progress that’s been made — and the road ahead in fostering professional inclusiveness The unique value and skills that professionals with disabilities bring to leadership and business At Page Executive, we believe that inclusive leadership is not a trend or a checkbox – it is a core element of strong, future-proof organisations. As an executive search firm, we are committed to keeping this dialogue alive and pushing for real, systemic change at the top. Marlène RibeiroManaging Partner & Head of the Technology Practice Marlène Ribeiro is widely recognised as a forward-thinking leader in executive search. Known for her ability to anticipate societal shifts, she ensures that leadership recruitment evolves in step with the world around it. With deep expertise in C-suite and senior leadership roles, Marlène has seen recruitment strategies transform over the years – and has consistently been at the forefront of that change. A passionate advocate for inclusiveness in leadership, she regularly speaks at conferences across France, championing greater diversity at the highest levels of business. .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Wed, 02 Jul 2025 13:45:21 +0100 Page Executive 1578376 https://www.pageexecutive.com/advice/topics/executive-events/evolving-skillset-future-executives As we navigate the complexities of 2025, the role of leadership is undergoing a profound transformation. At a recent Page Executive event in Western Sydney, Chief People Officers and other senior leaders from across industrial and manufacturing sectors gathered to explore what it truly means to be a leader in today’s dynamic environment. The conversation revealed a compelling shift in leadership paradigms - one that demands courage, adaptability, and a renewed focus on human connection.   Key themes included: 1. Courageous and Vulnerable Leadership One of the most resonant themes was the growing importance of courageous leadership, a concept rooted in vulnerability, empathy, and radical candour. Drawing on the work of Brené Brown, leaders emphasized that courage is not the absence of fear, but the willingness to lead with openness and authenticity. In a world marked by ambiguity and constant change, leaders must learn how to be comfortable saying, “I don’t have all the answers, what do you think? ” while still inspiring confidence and trust. This shift challenges traditional notions of leadership as command-and-control. Instead, it calls for emotional intelligence, the ability to read the room, understand unspoken concerns, and respond with empathy. Leaders must balance strength with softness, performance with care.  These skills aren’t always inherent; leaders need to be willing to learn.   2. Balancing Performance and Care The conversation highlighted a critical tension: how to drive high performance while fostering a culture of care. Organisations are actively working to integrate these seemingly opposing forces, recognizing that performance and well-being are not mutually exclusive. In fact, honest feedback, accountability, and clear expectations are forms of care when delivered with respect and empathy. This balance is especially vital in industrial environments, where operational demands are high and the workforce is diverse in age, background, and expectations. Leaders must be equipped to hold “caring conversations” that are both direct and compassionate. 3. Adapting Across Generations With up to five generations in the workforce, intergenerational leadership is no longer optional, it’s essential. Leaders must adapt their communication styles and expectations to engage everyone from seasoned veterans to Gen Z newcomers. This includes recognising the unique strengths and developmental needs of each group. Younger employees may bring digital fluency and a strong sense of purpose but often lack interpersonal skills due to pandemic-era disruptions. Older workers may have deep institutional knowledge but require support in adapting to new technologies and cultural shifts. The key is adaptability: the ability to flex leadership styles without compromising authenticity. 4. The Power of Language A recurring insight was the power of language in shaping leadership culture. Concepts like “radical candour” or “psychological safety” must be translated into accessible, relatable terms for frontline leaders. In many industrial settings, terms like “respectful conversations” or “leadership mindset” resonate more deeply than corporate jargon.  Effective leaders are those who can translate complex ideas into simple, actionable behaviours—and who can model those behaviours consistently across all levels of the organisation. 5. Leading Through Change with Clarity and Compassion Change is the only constant, and leaders must be skilled in navigating transformation. Whether it’s digital integration, organisational restructuring, or cultural evolution, successful change leadership hinges on two things: clear communication and visible presence. Leaders must be transparent about the “why” behind change, articulate the principles guiding decisions, and be physically and emotionally present for their teams. This includes acknowledging the emotional toll of change and creating space for people to process, question, and adapt. 6. Building Trust  Ultimately, the foundation of all effective leadership in 2025 is trust. Trust is built not through perfection, but through consistency, honesty, and human connection. Leaders must show up as real people - flawed, learning, and growing, while holding themselves and others to high standards. As one participant put it, “Leadership today is about being human first.” That means listening deeply, responding thoughtfully, and leading with both head and heart.   Conclusion: The Future Belongs to Adaptive Leaders If there’s one constant theme, it is the power of adaptive leadership styles.  The leaders of 2025 are not defined by their titles or technical expertise, but by their ability to adapt, connect, and inspire. They are translators of culture, builders of trust, and champions of both performance and people. As organisations continue to evolve, the most successful leaders will be those who embrace complexity with courage, lead with empathy, and never stop learning.  If you’re looking to start the search for you next leaders, contact us. .image-row { display: flex; gap: 10px; } @media (max-width: 768px) { .image-row { flex-direction: column; align-items: center; } } Fri, 20 Jun 2025 12:08:13 +0100 Page Executive 1558176 https://www.pageexecutive.com/advice/insights/conscious-leadership/peak-performance-fitness-transformation 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.  Wed, 15 Jan 2025 19:32:18 +0000 Page Executive 1437676 https://www.pageexecutive.com/advice/topics/executive-talent/create-your-linkedin-headline 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. .custom-block { background-color: #F2F2F2; padding: 20px; } .custom-block .content { margin-bottom: 15px; } .custom-block p { margin-bottom: 10px; } Thu, 21 Nov 2024 08:51:33 +0100 Page Executive 1343931 https://www.pageexecutive.com/advice/topics/leadership/leadership-skills-navigate-new-working-world The working world has changed dramatically in recent times, with the pandemic driving a shift to remote and hybrid working. Many teams are now spread out across disparate locations and employees may rarely meet colleagues and managers in person.  This trend toward more virtual workforces, with fewer in-person touchpoints, has put leadership skills in the spotlight. Gone are the days when managers could simply call over a desk to check on the status of a project, or glance across the room to note the mood and energy of team members.  So, what does the modern work landscape look like, and what skills do leaders need to be effective in it? In our recent webinar, ‘Leadership skills to navigate the new working world’, we investigated these questions with:  Graham Lucas, Managing Director at Michael Page Liz Reynolds, People Director at twentysix Steph Evans-Hill, Head of HR at Nestlé For the whole session, check out the on-demand version today. Here, we provide some highlights from the discussion. The labour market in 2022 Although many economies are predicted to struggle as 2022 progresses, the labour market has thus far remained buoyant, with a post-pandemic boom in hiring. Graham noted that the unemployment rate remains at historic lows, and an extremely candidate-short hiring market has emerged.  The reasons for this are various. One is Brexit, which has shrunk the pool of candidates from abroad. Another key factor is the ongoing impact of the pandemic – Graham pointed that over one million workers are estimated to have left the UK payroll since its onset.  With so much choice available to them, many workers have re-evaluated their careers, culminating in the phenomenon referred to as the ‘Great Resignation’. Professionals across almost all sectors are increasingly looking for employers who offer flexible working and strong people propositions, especially around equity, diversity, and inclusion (ED&I). To help viewers understand how to meet these expectations, the panel discussed the key pillars of effective leadership in hybrid workplaces: Empathetic leadership is essential  During the webinar, Liz highlighted the need for modern workplace leaders to exhibit and practice empathy, compassion, and care for their people.  But what does this mean in practice? Well, if you are a leader or an aspiring leader, it means connecting with employees in a human way, while being relatable. But remember that you can’t make people feel motivated and engaged. All you can do is create an environment which generates engagement naturally. This begs the question: what makes a working environment truly engaging? Here are four key enablers: Leaders who can articulate an organisations journey and purpose. Managers who can stretch and coach their staff with interesting work and by treating them as individuals – remember, it’s managers who connect people to the organisation. Giving employees a voice and allowing them to be a part of the solution. Organisational integrity: an employer’s willingness to revisit its own values and ensure that they are aligned with those of the modern workforce. Sarah Bradley, Partner at Page Executive commented:“Business leaders are facing a multitude of complex and ever-changing strategic priorities post-pandemic. In today’s era of hybrid working, ensuring employees remain connected and engaged is an art that leaders must continue to master. Maintaining a balance of authenticity, connection, and inspirational leadership has never been more important than it is in this time of economic and political uncertainty.” How employers can promote flexibility and equality With both flexible working and ED&I so prominent on today’s business agenda, it might seem hard to know where to start, and which to focus on. But in truth, the two are closely intertwined: a truly inclusive environment is inherently flexible, and a flexible environment will find it that much easier to attract and retain diverse talent. Liz noted that after the pandemic caused such a massive dislocation of our ways of working, many workers have struggled to re-engage with the world of work. This is especially the case for workers from underrepresented groups, such as ethnic minorities, women, the neurodiverse, older workers, and younger workers.  We do know, however, that these groups have a strong preference for flexible and hybrid working. This presents an opportunity for employers to access new and underutilised talent pools by promoting themselves as flexible and inclusive employers.  Don’t neglect learning and development and professional networking  One of the most significant but underdiscussed challenges that the pandemic has created for workers is the break it forced in learning and development journeys. Many now feel that their professional growth has been on hold for the past two years.  Liz commented that being an effective leader in a post-pandemic world means addressing this and going above and beyond to help your people make up for lost time. It also means understanding flexible learning and the different forms it can take. For instance, flexible learning might include: Knowledge sharing with colleagues. Hard and soft skills development, ideally in person and on the job. Agile learning, encompassing ‘try it’ approaches and feedback Alongside a renewed focus on learning and development, both employers and candidates will benefit from the creation of professional networks. With the support of leaders, these networks can provide mutual learning opportunities for professionals from different backgrounds, while also reinforcing connections within teams and between teams.  Using hybrid communication  Communication has always been key to success for all organisations - but it became clear during the webinar that our understanding of what constitutes effective communication has changed massively since the onset of the pandemic. With hybrid working now the norm and employee engagement becoming a key priority, leaders need to be thinking hard about their approach to communication.  While remote working has created distance between teams, the technology involved has also made it easier than ever for remote teams to talk to communicate and collaborate. Colleagues don’t have to share the same office or even the same time zone to work together successfully.  The next step is for leaders to take charge of streamlining this process and taking advantage of these new opportunities. For instance, in organisations with hybrid working, office spaces could be redesigned to better facilitate collaboration and reflect preferred ways of working. Successful teams communicate, and the better they are able to communicate the more successful they will be. Get in touch How to build a future-proof culture Workplace culture is one of the most important factors in talent retention. And while it is hard to measure and manage, getting it right will have a massive impact on your overall success. Culture is what brings people together, making it all-important at a time when so many are reconsidering their roles and moving on.  So, what does an effective culture look like? Each one is different, but Steph identified a few key traits: Purpose: A strong culture will be built around a sense of shared purpose, with strong reasons why employees should work for you   Recognition: Feeling that their efforts are going unrecognised can demotivate any employee. That’s why it’s so important to recognise and celebrate the behaviours you want to encourage. Stories: Storytelling can be a powerful tool for workplace leaders. It communicates the journey of the organisation and the place of the workforce within that journey. Connection: Wherever possible, encourage your teams to connect with each other, especially in a hybrid working environment. Enabling your people to learn consistently  Steph noted that another critical element of a strong workplace culture is the capacity for colleagues to learn from one another. How can leaders ensure that this isn’t damaged when workers aren’t in the same physical spaces?  Here are four strategies that help many hybrid working employers encourage learning: Gamification: Make learning fun and interactive to bring learning to life Introduce breaks into training courses: Regular breaks from learning and development sessions will help keep people’s attention Recognise different learning styles: Different people work differently, and they also learn differently. Ask your people what their preferred style is and weave it into training courses. Encourage feedback and follow ups.   Encourage reflection: To help your teams manage their own progression and development, encourage them to keep a learning log. This will help them to see where the gaps are and where improvements have been made. Q&A highlights At the end of the session, the audience had the opportunity to ask the speakers a series of questions. Here are some of the highlights:  How does flexible working impact ED&I progress? What are the risks and opportunities? Liz: Don’t just do the instinctive thing and talk to the person next to you rather than the person who’s working remotely. Think through your interactions and make sure you’re doing what you can to level the playing field between those who are in office and those who aren’t.  Steph: I saw a quote recently which describes the situation well: “If you don’t intentionally include, you will unintentionally exclude”. Remember that those who are in the office less often will likely be carers, parents, those with disabilities or neurodivergent, and those who live far away. Think of all the talent you could potentially be excluding if you are biasing those in the office. Talent and development teams are coming under a lot of pressure - are new focus areas emerging as the necessary leadership skills change? Liz: It depends on an organisation’s journey and how they are trying to develop their employees. There’s a big lack of candidates on the job market right now, so learning and development, and training early in people’s career, is key. Companies also need to invest in leadership and management. We are focusing more than ever on problem-solving and collaboration skills.   Need top talent to join your team? In such a fast-moving market, it’s critical to stay up to date with the latest leadership trends. At Page Executive, our consultants can give you all the insights you need to build a high functioning team, or to move your career forward.   Get in touch Thu, 21 Nov 2024 09:17:49 +0100 Page Executive 691286 https://www.pageexecutive.com/advice/topics/leadership/how-to-write-an-executive-cv Writing an executive CV can be a daunting task, especially if it’s your first time. Here is my guide to writing a winning executive resume in 2026 and beyond.. By Cristina Ródenas, Senior Partner Page Executive Capturing all your career highlights and presenting them succinctly is a time-consuming task, and it’s not as easy as updating your previous CV with a few new achievements. Applying for senior and C-level roles usually involves a major overhaul of your layout and content so it’s common to wonder if you’ve got it “right”. Having placed over 2,000 candidates in senior management and leadership positions worldwide each year, the team at Page Executive knows what it takes to write a winning executive CV. Over the years I have held several workshops on executive CV writing at some of the world's leading business schools. In this article I am going to share top tips from our internal expertise and research as well as the current skills and experiences that recruiters value as we move into 2026. What executive skills are companies looking for in 2026? When writing an executive CV, it’s essential to demonstrate the evergreen skills of leadership, strategy and change management to separate you from candidates with less quality and experience. Back up your claims with evidence of both hard and soft skills for maximum impact. As we move into 2026, the value of AI fluency and digital transformation leadership continues to rise. Executives are now expected to understand how emerging technologies such as AI, automation, data analytics and cybersecurity impact business models and organisational strategy. Leaders who can bridge the gap between senior management and technical teams are becoming indispensable. Similarly, environmental, social and governance (ESG) and diversity, equity and inclusion (DE&I) issues remain front and centre. Organisations continue to seek executives who can champion sustainability, lead with integrity and foster inclusive cultures while delivering results. Another demand that has increased over 2025 and 2026 is experience navigating geopolitical uncertainty, supply-chain disruption and the evolution of hybrid and distributed workforces. Executives who can build resilient structures and cross-border teams are in high demand. Yet the supply of these combined skills remains low. Boards are actively searching for leaders with a blend of proven delivery and future-focused thinking, even going as far as sharing in-demand executives such as Chief Sustainability Officers or interim Chief AI Officers. If you have tangible achievements in these areas or are a member of any relevant professional associations, make sure employers can clearly see this in your CV. How to highlight skills to become a first-time executive Nobody was born an executive. They all had to take a step up at some point in their careers. It can be intimidating to write an executive CV if you’ve never held a senior role so focusing on your leadership-ready skills is a must. Highlight achievements that demonstrate executive responsibilities such as leading cross-functional initiatives, driving transformation projects or managing major stakeholders. This shows you are already operating at an executive level. All executive CVs should show a deep understanding of the skills needed for the specific role you’re targeting. Rather than sending a one-size-fits-all CV, study the job description, research the organisation’s goals and show how your profile is a direct solution to the business challenges they are trying to solve in 2026. What to include in a winning executive CV for 2026 Now we’ve got a good idea of the context, we’re going to get into the granular detail of what to include (and what to leave out!) in an executive CV in 2026.  ✔ An engaging and logical structure:  As the skeleton of your CV, the layout should guide executive search professionals effortlessly through your career. Use clear headings and include relevant keywords that mirror the role you are applying for. ATS systems have become more sophisticated in 2026 so keywords matter more than ever. ✔ Personal details: Dos and don’ts Personal details can be a minefield on an executive CV. Here’s what to include and what to leave out. What you should include:  - Your full name. Employers need to know who they’re talking to.- An email address. The more professional, the better.- A phone number. Only if you want to be contacted by phone.- A link to your LinkedIn profile. Think of it as “further reading”. A CV is a snapshot; your LinkedIn goes into greater detail. What you should leave out: - A photo. A photo shows nothing about your ability to do a job, occupies valuable space and can awaken unconscious biases in the recruiter. - Your date of birth. Similar to a photo, your date of birth pinpoints your age and can influence your employer’s decision. - Your nationality. As long as you can legally work in the country, your nationality is irrelevant.- Your location. Of course it is up to you should you wish to include your current location depending on your personal situation. But, if you want recruiters to consider you for positions further afield, I advise to leave it out.   ✔ Integrated personal branding In a competitive executive landscape, what makes you stand out? Beyond your achievements, companies in 2026 increasingly evaluate leadership style, values and cultural compatibility. Identify the common themes behind your career successes such as transformation, turnaround, innovation or people leadership and weave these into your CV. ✔ Notable achievements Include up to five key achievements that help you stand out. These might include: growth figures turnaround results major digital or AI-led transformations awards or board-level recognition successful sustainability or culture-change initiatives Quantify your results wherever possible. ✔ A career overview Before listing your professional experience, include a concise summary that captures your value as a senior leader. Focus on what makes you a strong candidate for the specific role you are targeting and keep it aligned with 2026 expectations.  ✔ An exploration of your professional experience  Be concise but impactful. Instead of listing responsibilities, highlight the outcomes of your work. For each role, include two or three bullet points that demonstrate measurable impact or leadership accomplishments. Include awards or formal recognition where relevant as these remain strong differentiators at the executive level. ✔ Your education and qualifications Executive CVs typically include higher education, especially when relevant to the role such as MBAs, finance degrees or digital transformation certificates. Include any industry qualifications, professional affiliations, clearances or voluntary leadership roles. And of course, list any languages you speak. Here's an example of what your executive CV could look like: Final checklist for your new executive CV...  When you’re revising your executive CV, use the following checklist to stop key information from falling through the gaps. ✔ Contact information: Ensure updated and accurate contact details. ✔ Career overview: Tailored to the role you're targeting. ✔ Professional experience: Highlight achievements, not just responsibilities. ✔ Keywords: Include industry and role-specific keywords. ✔ Skills: Showcase a balance of soft and hard skills. ✔ Education: Detail academic qualifications and relevant certifications. ✔ Professional affiliations: Include memberships in industry associations. ✔ Customisation: Tailor your CV for each specific role. ✔ Format: Ensure a clean, professional and ATS-friendly layout. ✔ Proofreading: Check for errors in grammar, spelling and consistency. Need a second opinion? If you need help, or if you simply want a second opinion, trusted family and friends can offer a fresh pair of eyes. For expert insight, reach out to one of your local Page Executive consultants who can help you fine-tune your executive CV for your specific market and function. Tue, 12 Nov 2024 15:27:22 +0100 Page Executive 1024171 https://www.pageexecutive.com/advice/insights/conscious-leadership/japan-redefining-leadership 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  .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Thu, 24 Oct 2024 11:12:56 +0100 Page Executive 1327341 https://www.pageexecutive.com/advice/insights/conscious-leadership/redefining-boardroom-inclusion 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 McCraeDirector – 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 DosanjhSenior 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 .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Tue, 08 Oct 2024 11:28:07 +0100 Page Executive 1596716 https://www.pageexecutive.com/advice/insights/conscious-leadership/future-mothers-in-hr 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 BurkePeople & 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. .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Thu, 19 Sep 2024 09:08:16 +0100 Page Executive 1298466 https://www.pageexecutive.com/advice/topics/executive-trends/guide-evaluating-and-negotiating-multiple-c-suite-job-offers Receiving multiple job offers from different employers is flattering as a C-suite executive – it’s a recognition of your capabilities and achievements. However, handling these offers appropriately and effectively requires careful evaluation to ensure that you make the right choice for your career.  Here we’ll be discussing all the key considerations that will help you through dilemmas and onto the best possible path forward. Dealing with multiple offers Any time you receive an interesting job offer, be sure to ask: will it help you meet your goals? If not, you should be prepared to reject the offer.  Before you start your search for a new role, take the time to decide what is important to you. This will usually be a combination of factors, including values, culture, development, and compensation. When you receive an offer, I advise that you look at it in isolation and consider it based on its own merits. If you are happy with the offer and it delivers what you are looking for, the best option is to accept the offer. You are better off doing this than getting into conversations about counteroffers and playing potential job offers off against one another. Tara Bagley Partner It’s especially important to make a thorough appraisal when dealing with multiple job offers at the C-suite level. Factors like salary are, of course, important. But there are many other considerations that could prove more impactful in the long run.  Here are a few to think about for each offer on the table:      1. Will it help you reach your goals? Workplace satisfaction is an important driver for executives – that’s why when a leader makes a career change, they almost always have a clear goal in mind. Before you decide which offer to accept, think about what your key push and pull factors, personal aspirations, and drivers are. This will help you to identify the opportunity which truly helps you on the way to your next big achievement.       2. Is the company’s employee value proposition (EVP) competitive? A company’s EVP is everything it offers to its people and to prospective new hires to attract and retain them. Consider whether they are offering enough to edge out other employers who may also want to hire you for the same role. Find out whether the remuneration, from salary and equity to benefits and bonuses, meet your expectations and compare favourably with industry benchmarks for your experience levels.      3. Does it suit your experience and expertise?  Leaders have distinct experiences and skillsets, and different jobs will compliment and build on them to different extents. Is the prospective employer’s strategy and vision aligned with your aspirations? Will the role help you build the legacy you want to leave?      4. Does it meet your work-life balance criteria? We all have different lives and personal factors to consider when evaluating a job offer. If you need specific allowances like flexible or remote working, now is the time to ensure that you get them.       5. Do you like the company culture?  To achieve long-term success with a company, you will need to feel that you share common values and ethics, as well as having comparable ways of working. Are you on the same page when it comes to issues like sustainability, or diversity, equity, and inclusion (DE&I)? Is the culture of the company a good fit for your preferred style of operating and leading? All of these are important questions to run through before accepting an offer. Doing your due diligence Given the fluidity of the economic and political landscape, it is critical to give the right level of attention to the details of all prospective roles. A fundamental aspect of a leadership appointment is the structure, chemistry, vision, and strategic priorities of the board in question. That’s why you must undertake a thorough due diligence process for a successful transition.  To provide yourself with the stability and security you need, we have laid out some terms to seek from each company: Target bonuses. In addition to your base salary, you should receive a performance-related bonus for the value you bring to the company in your role. It is also important to understand when bonuses are paid, and the exact composition thereof. For instance, what percentage is cash, deferred cash, and shares, and what is the timeline of the payment of deferrals? Sign-on or guaranteed bonus and other benefits. This should make up for the compensation you will lose by changing companies. Most employers will require you to show evidence of your previous bonus figures to justify your sign-on or guaranteed bonus. As well as this, consider benefits like private healthcare, insurances, and holiday allowance.  Meaningful equity stake. Not all companies offer equity, and the percentage of your equity interest in the company will vary based on the company’s maturity. However, it should be reflective of the value you bring. This is particularly important for start-up firms and heavily growth- or transformation-focused roles.  A buy-out of unvested deferred compensation. In many cases, especially in finance and financial services, the hiring company will ‘buy out' deferred bonus awards, which will have been cancelled by the current/former employer upon resignation.  If the recruiting firm is PRA- (Prudential Regulation Authority) regulated, they will require you to provide evidence via a 'remuneration statement' from your previous employer. This will be particularly important for ‘material risk takers’ (MRTs) at PRA-regulated banks.  Termination of contract and severance pay. In the event that the company terminates your contract without a suitable reason, or breaches of your contract by the employer lead you to terminate your position, your contract should contain means for you to recoup lost value.  It is therefore worth considering the potential financial costs to you of leaving the company. Will you need to pay back any costs, like guaranteed/buyout bonuses, shares, or other costs associated with your hire, such as relocation?  Other considerations. Will the new firm allow you to join or continue other executive board positions or do executive consulting? If you are joining an FCA regulated firm, will you and your family members have potential conflict of interests and therefore need to sell security holdings or resign from board positions?  What if you receive a counteroffer?  We are in a competitive recruitment market, especially for executive positions, and companies are working hard to cling onto their best people. After accepting an offer and signing the contract, many candidates receive counteroffers of higher salaries from their soon-to-be former employers.  Our advice in this instance is to remember that while the company may truly value you, your reasons for wanting to leave likely have not changed. By staying, you will lose the opportunity you are currently presented with. And, more importantly, you could lose credibility with your current company, while your long-term loyalty may be questioned.  Our experience indicates that most candidates who accept counteroffers leave within a year anyway. And, though you may be tempted to use that counteroffer as leverage with your new company, such a tactic will often have negative consequences – your future employer may even go as far as rescinding the offer altogether. Simon Lindrea Senior Partner If you handle the situation well, you can ensure that your relationships with both your new and former employers remain strong, placing you in the most advantageous position for the future.  What next?   At Page Executive, we take the time to truly understand the priorities and ambitions of all the candidates we work with. This allows us to provide expert guidance during complex negotiations and career transitions.  If you are looking for a new role, please get in touch today on the details below: Tara Bagley, Partner, Page ExecutiveE: tarabagley@pageexecutive.com .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Thu, 12 Sep 2024 09:48:06 +0000 Page Executive 757676 https://www.pageexecutive.com/advice/insights/conscious-leadership/rewriting-general-counsel-rulebook 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.  .quote_container { display: flex; flex-wrap: wrap; align-items: center; margin-bottom: 20px !important; } .quote_container img { width: 110px; margin: 0 15px 10px 0 !important; border-radius: 100%; } Thu, 05 Sep 2024 10:35:40 +0100 Page Executive, Page Executive 1277941 https://www.pageexecutive.com/advice/topics/interview-series/anna-ladyshenski-blockchain Curious about a leadership career in blockchain? We caught up with Anna Ladyshenski (Partner, Blockchain & Web3) to ask her about the current state of this rapidly-evolving sector. With its potential to revolutionise industries from finance to supply chain management, Blockchain is attracting a growing pool of tech leadership talent. But where are the jobs, and who's hiring? Let's find out! 👇  What types of companies are currently seeking blockchain professionals—are they predominantly startups, tech firms, financial institutions, or others? Unsurprisingly, the highest demand for blockchain professionals comes from the blockchain industry itself. These are mainly startups and smaller companies looking for skilled professionals in core technologies like Layer 1 and Layer 2 protocols, DeFi projects, along with emerging applications like Real World Asset (RWA) tokenization and Decentralised Physical Infrastructure (DePin). There is also some demand within traditional companies to hire blockchain professionals, with the largest demand coming from financial institutions. Big tech companies often have small blockchain divisions, but most of the time they prefer to transfer employees into Web3 roles, instead of hiring externally. How does the demand for blockchain leaders vary across different regions or countries? Blockchain is by far the most international, remote-friendly industry there is. Companies often hire the best talent regardless of their country of residency, offering a high degree of flexibility for professionals. However, collaboration is still important, so companies usually prefer their key hires to be in overlapping time zones for smoother coordination. Page Executive's Talent Trends 2024 report revealed that flexibility is no longer a nice-to-have, it's a top priority for today's workforce. Even as companies encourage a return to the office, employees increasingly expect the ability to work flexibly. The Talent Trends 2024 report is a comprehensive global survey of nearly 50,000 skilled professionals conducted by PageGroup. Read the full insights here. What advice would you give to tech leaders looking to pivot or advance their careers in blockchain? The global blockchain space is attracting a lot of talent, so standing out is key for an international career with leading protocols. You have great chances if you come from a leading Web2 corporation, yet you should also be aware that the space is extremely popular among the top tech talents, and therefore competition is very high for the best roles at the leading protocols and foundations. Consider attending industry conferences to connect with hiring protocols in person. Real stories of tech professionals who made the career switch to blockchain Building a fairer, more open digital ecosystem is a shared goal. A career in blockchain is one path to contribute to this future. Ready to make the leap? Get inspired by these tech professionals who transitioned into successful blockchain careers. We asked Jens why he decided to go into blockchain, here's what he had to say: Jens Porup (Ava Labs / Avalanche)  Jens Porup is the Chief Information Security Officer at Ava Labs, a leading international Layer 1 blockchain. Jens holds a master's degree in Cybersecurity (MICS) from UC Berkeley and was working in cybersecurity for more than 20 years before making the jump to blockchain. There are difficult security problems to solve in blockchain. When your real security risk exceeds your regulatory compliance risk by several orders of magnitude, companies hire great security people to solve hard problems. This unique challenge inspired me to make the switch. While cybersecurity skills like reasoning from first principles are useful, most normative security strategies in other industries don’t apply in the blockchain space. What's more, the security risk is much, much greater. That means you need to tailor bespoke solutions for extreme security situations. Adam Bates (ex-Cardano / IOHK)  Adam Bates is the former CMO of Cardano, a public blockchain platform and the highest-ranking crypto brand in the 2022 Top Brand Intimacy Report. Before embarking on a career in blockchain, Adam worked for some of the best global advertising agencies creating marketing campaigns for tech and financial brands. Adam told us which skills he found most valuable for working in blockchain: “Energy. Enthusiasm. Inquisitiveness. Thick skin. Tolerance for pain. They’re the obvious ones. But understanding and appreciating that you’re working with tech that has never been built before and therefore your creativity and marketing has to be like nothing done before, that’s probably the most important thing. Never forget, the worst thing anyone can say to a marketer is, ‘that’s not creative enough’. Blockchain is the raw bleeding edge of tech and it is challenging the big players. And it won’t succeed by being a wallflower. So download your ideas and insanity every day. Reject nothing. Enjoy everything. Be relentless.” If you're thinking about taking a career leap into the blockchain space, or would like to discuss your recruitment needs, reach out to Anna now. Thu, 01 Aug 2024 11:55:34 +0100 Page Executive 1268036 https://www.pageexecutive.com/advice/topics/leadership/webinar-ai-healthcare-life-sciences Driving innovation through AI and Technology....  Join Page Executive in collaboration with EY-Parthenon for this global session exploring the transformative role of artificial intelligence in the Healthcare & Life Sciences industry.(Original date: 15th April 2024) Our expert panel delves into the present and future of AI adoption in HLS, looking at: - How to leverage AI to drive efficiencies while enhancing customer experience- The imperative renewal of skill sets and the upskilling of teams to integrate the latest technologies, specifically C-suite executives seeking to align their commercial strategies with AI advancements- Identifying the pivotal roles of the C-suite and strategies for organisations to harness human capital effectively- Exploring the governance and ethical frameworks surrounding the increased use and deployment of AI MODERATOR Angela Yang, Partner, Page Executive SPEAKERS Amkidit Afable, Partner, EY ParthenonChiradeep Mukherjee, Director, EY ParthenonAlex Bates, Managing Director, Group Data, Insights & Activation, PageGroup Watch now:    Tue, 30 Apr 2024 10:54:52 +0100 Page Executive 1202531 https://www.pageexecutive.com/women-on-board-with-kpmg Wed, 17 Apr 2024 04:02:54 +0100 Page Executive 1190826 https://www.pageexecutive.com/advice/topics/leadership/leading-women-becoming-adaptive-leader As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Suzanna Smith, Global Sourcing Director at Tom Tailor, shares what it means to be a leader in today’s fast paced apparel industry and how one fateful decision landed her a role in Indonesia with a company she’d never heard of before. It turned out to be one of her best career decisions yet. Q: What are some lessons or stories that are unique to you being a female leader?  In my view, women tend to not ask for things that are important to them; women also question whether they deserve a promotion. Women generally don’t complain about pay inadequacy. Although women seem to work very hard and drive for results, it’s assumed that this will gain them the recognition and compensation they deserve. It doesn’t always work out that way, especially if they don’t ask for it.    It’s my personal goal to help young women through these issues, as I’ve had to go through them myself. For example, when I was promoted to Senior Director at Gap, I didn’t expect this or understand how I got there. I’ve learned now as a leader what it means to be assertive, to ask questions, ask for support and insist on clarity on how to get ahead.     Is this a question for women leaders or all leaders? I feel it is both. In my view, companies don’t put enough focus on communicating what the expectations are and set a clear path for each person, man or woman, in terms of how can we all be successful. This is an abridged version of the full interview with Suzanna Smith. For the full version of the interview, click here.   Thu, 14 Dec 2023 08:27:34 +0100 Page Executive 489636 https://www.pageexecutive.com/advice/topics/sustainability/conversations-social-impact-leaders-warren-ang With the continued focus to integrate ESG into Corporate Strategy & Operations, Page Executive is keen on playing our part to help draw stronger awareness within our business community by launching our latest Conversation with Social Impact Leaders online. In every episode, we are going to invite one leader from the social impact sector (non-profit, public, social enterprise, education) to share more about his/her passion in this arena as well their advice and tips on the marketplace. This time, Page Executive's Gabriel Nam speaks to Warren Ang, Founder and CEO of GDI East Asia. Here are some of the key highlights from the conversation: As a leader, what is your biggest pain-point when it comes to talent management in the space?  Attracting top talent into the impact sector is a shared pain-point for those of us in East Asia / South East Asia, where there is still only a handful of organisations genuinely looking for and able to absorb this tier of talent.  We are looking for an incredibly rare mix of top-tier strategy and execution capabilities, local language and cultural depth, demonstrated passion and curiosity for impact at scale, and the entrepreneurial willingness and risk-taking to jump into start-up environments. It is getting better as we grow our own internal talent base, and as more vehicles emerge requiring top talent in the impact space, but we need more players so that there can be an industry to enable diverse career paths for those wanting to work in impact in Asia. Despite the challenge you mentioned above, we see that GDI hires quite a lot of ex-management consultants. How are you able to put them to work in social impact and what is the attraction for consulting talent to join GDI? We do not just do the strategy, we build and scale the initiative too - it means that you get to create and see the results and impact of your work. In my conversations with young management consultants, seeing the real impact of their work is increasingly important to them. The part that is often more refreshing to ex-consultants is getting to drive and own the ideas for scaling impact. This is in stark contrast to the nature of consultants as a service provider, where success is largely measured by number of projects, profitability, and client satisfaction. For us, we focus long-term on 2-3 big bets in each market, where our primary measure of success is 'the extent to which our initiatives create impact at scale relative to the problems we seek to solve'.  Functionally, the closest thing to GDI in the for-profit world would be VC/PE portfolio managers who identify start-ups or growth-stage companies with potential, and partner for the long-term to scale their results. There are two differences: first, our results are in scaling the impact of the organisations vs. the financial return of the organisations. Second, the types of initiatives we incubate are often multi-stakeholder in nature, and seek to facilitate collaboration across public, private actors. Meaningful collaboration does not usually happen on its own given the different agendas, interests of actors. It often needs new entities and initiatives to anchor, facilitate and execute win-win projects.  As an ex-management consultant yourself, what are your rewards and sacrifices (e.g. financially or psychologically?) of working for a non-profit? The rewarding parts… I have always believed that I am not in the social impact space because of only altruistic reasons. I also believe that social problems are more complex and interesting to work on than the corporate or business challenges I worked on at the start of my career. When I was in strategy consulting in the private sector, there is an agreed upon definition of success (maximising shareholder value), and there were blueprints to look at in terms of how others did competitive or market-entry strategy. In the social sector, there are multiple, often conflicting measures of success, and there are rarely blueprints to look at. What’s the blueprint to address the large and growing mental health challenges? Or for how education needs to change in the age of AI? Or how we can strengthen the value of the social sector in solving social problems in Mainland China? To people who like strategy, problem solving and building things, the lack of blueprints is the fun part. The power structures governing social problems are also far more complex than market-forces alone; it requires an ability not just to look at the problem from a content or issue perspective, but be able to understand the system that it is a part of, politically, culturally and socially. Elevating up to the systems' perspective rather than a single organisation perspective, is the other fun part for working as an 'architect' to create impact at scale. One of the biggest rewards for working in this space, is the satisfaction of working on problems that matter, at the systems' level. It is the satisfaction of knowing that you made a real contribution that might not have happened otherwise. If you were to leave your job in the corporate world, there is always someone to replace you, but often in our sector, if our teams didn’t tackle these challenges, solutions may never have happened.  The required mindset adjustment…. Financially, getting the pay-levels up to make it acceptable for top tier talent is still a work in progress in East Asia / South East Asia. As the industry grows, it will get better over time, and it is also something that candidates need to realise they can contribute to, by helping to create value. What candidates sometimes have not yet realised, is that their salary in the corporate world is not a reflection of their universal labour market value. It is a reflection of their job’s value in a given company’s economic model. You are given that salary because that is a reflection of how much money the company makes from you being there in that particular role. Your value in the social sector might be completely different, depending on your ability to create value in this ecosystem. For example, many foundations in East Asia had no history of engaging professionals to work in partnership prior to us working with them. It takes time to demonstrate your value, but once you do, you are able to raise the salaries of the team because people are always willing to pay for quality work and partnership. Like any new market-build, the talent that the social sector needs now are the ‘early adopters’ and the ‘early majority’. If you are willing to adopt that mindset, then it’s possible to invest time and get to top tier salaries for the social sector. If you are considering working in social impact space, the first decision is to ask yourself whether you want to work there full-time. Once you decide this, then you should compare the salaries of those who get to work in social impact full-time. In this industry, there are opportunities to earn top tier (for the social sector) and comfortable salaries. It may take 2-3 years of your investment, but you can play a key part in creating your future job and the compensation you receive. In reality, the financial rewards on an absolute basis will not match what you can earn by staying in the private sector. However, what you lose in pay, you often more than make up for in terms of impact, culture and personal fulfilment. Many professionals ask us about making the switch from corporate to impact, but it is not always as easy and straightforward as we think. When is the right time in your view? There is no right time for everyone, but if you have had significant experience in the corporate sector, and you are convinced that what you want to do in your career is build initiatives that have large scale social impact, then there is no better way than jumping in and doing it. You cannot learn this in master's programs, or by staying in companies where it is not their mission or focus. I have seen quite a few cases where individuals join a corporate foundation or impact team with lots of excitement, only to realise that the priority for impact is highly correlated to business performance, and it is never going to be 'core business'. Jump into a vehicle where impact is the core business, and you can build your own track-record of designing and building impactful initiatives. What matters in our sector is your track-record, and what you have been able to do, as opposed to your titles. I would also encourage people to be creative and taking small steps, particularly if big life changes feel less possible. You can still be in a corporate role, but start engaging with organisations you admire. Taking a significant leave of absence to do a secondment (6-12 months) is a great way to get to know the impact space, whilst still retaining your safety net. > Photo credit: Yidan Prize Foundation Thu, 21 Sep 2023 11:07:46 +0100 Page Executive 997751 https://www.pageexecutive.com/advice/topics/sustainability/conversations-social-impact-leaders-suijin-kon With the continued focus to integrate ESG into Corporate Strategy & Operations, Page Executive is keen on playing our part to help draw stronger awareness within our business community by launching our latest Conversation with Social Impact Leaders online. In every episode, we are going to invite one leader from the social impact sector (non-profit, public, social enterprise, education) to share more about his/her passion in this arena as well their advice and tips on the marketplace. This time, Page Executive's Gabriel Nam speaks to SuiJin Kon from the Blockchain Association Singapore. Here are some of the key highlights from the conversation:  SuiJin’s motivation to move from her highly successful corporate career to government and non-profit sector… In my career, my internal compass has always led me to seek meaningful work and projects that enable me to contribute positively to the communities that I work in and that my work will serve, ultimately it will always be about where I can make the bigger impact. Whilst the career progression and compensation do play a part in my choice of work, I always look for something more than that, an opportunity to leave a place or a community better than when I found it. The spirit of adventure lives strongly in me, and I am always open explore new and different areas of work – ideally opportunities that allow me to differentiate myself in the market. That is how I  got started on my journey of discovery and has led to my career evolution to date.  SuiJin’s general view on room for development in social impact sector in order to be able to make bigger impact… I am of the firm belief that the line between private enterprise and social impact sectors is an imaginary one. The one cannot survive without the other and we are all part of a larger eco-system that exists to make life better for everyone. If we are to grow the eco-system, we should regard both sides of the fence as being integral partners to each other and work in that direction, and in so doing, we can and will be able to recognize synergies and forge partnerships all around. That spirit of collaboration, I believe, is what will ultimately deliver results for everyone. SuiJin’s advice on how to combat greenwashing, which seems to be a growing challenge for many organisations… Greenwashing  is an unfortunate reality of the work that we live in today, but without being totally negative,  it is at least a sign that companies in different industries are beginning to talk about it, and eventually do something about it. My belief is that we all need to start somewhere, and then gradually level up, so there will always be room for improvement. We (Blockchain Association Singapore) are exactly trying to use advanced technology like blockchain to help track and measure the progress and impact that the companies are making in these all-encompassing issues and in so doing, we will not merely stay at ‘talking level’. Hopefully when we can really make meaningful progress, companies will really be looking at the ESG issues seriously and tackle the issues together with all their stakeholders. SuiJin’s elaboration on how blockchain can help drive sustainability…  When I first joined the organisation, I was keen on advocating the use of blockchain in 'non-conventional' forms across as many industries as possible, this made ESG and Impact the obvious choice as they are issues that cut across a large swathe of industries. Usually people associate blockchain with cryptocurrency, NFT or Esports or gaming etc because of the immediate business opportunities. However, what most people do not realise is that blockchain is such a powerful tool that there is a vast applicability across all industries that they are as yet unaware of. A simple example could be – when an individual makes a donation to a non-profit organisation,  that individual or organisation makes that donation with the best of intentions and frequently for a specific cause. Currently, there is no simple way to show where the money goes and if it is eventually spent on the cause that the donation was made for. That is where is where blockchain can play a role to ensure the transparency, traceability and verifiability of those donated monies, so that people will eventually gain more confidence to support the causes that believe in in much bigger ways than they do currently. SuiJin’s advice for individuals who are keen on moving into the social impact sector… Having a mission to achieve something meaningful in your career would probably be the guiding north star in creating a pathway towards making such a move. It is also essential to have transferrable skill sets and a willingness to keep learning and evolving. When I look back on my career, I started off in corporate finance and corporate development, and that helped me move into public health heading up that very same function. From there, I honed my skill sets in program management, public policy, and government affairs, both locally and internationally, which then eventually led to me now leading an entire organisation. It is really about understanding what your values are, what you will stand for, and making the most of the opportunities that are offered to you.    Tue, 23 May 2023 16:33:13 +0100 Page Executive 892196 https://www.pageexecutive.com/advice/topics/interview-series/conversations-social-impact-leaders-benjamin-tan With the continued focus to integrate ESG into Corporate Strategy & Operations, Page Executive is keen on playing our part to help draw stronger awareness within our business community by launching our latest Conversation with Social Impact Leaders online. In every episode, we are going to invite one leader from the social impact sector (non-profit, public, social enterprise, education) to share more about his/her passion in this arena as well their advice and tips on the marketplace. This time, Page Executive's Gabriel Nam speaks to Benjamin Tan, CEO, World Vision Singapore. Here are some of the key highlights from the conversation: What does working for non-profit mean to you personally? There are many different types of non-profits, ranging from trade associations to universities. From a personal perspective, I started feeling a burden for vulnerable children over 9 years ago, when my own kids were born. I was very focused on wanting to join a charity because I wanted to contribute directly towards causes that I care deeply about and it was why I joined World Vision. Working in non-profit may not be for everyone but we also see that lots of senior executives want to make transition to non-profit leadership role without much luck. How do you manage to get into non-profit world back then without prior experience? I took a year off full-time work, volunteered my time to serve on committees and a charity board. I myself did not find it difficult to get to know people within the sector, but one does need to be genuinely committed. The biggest hurdle by far for transitioning into the non-profit sector is unwillingness to take a financial sacrifice, as pay packages in the non-profit sector are considerably humbler than the commercial sector. But that is actually part and parcel of giving back. Senior executives looking to transition should contact me -  because I am currently building out my leadership team! Spending most of your career in private sector, what are the practical day-to-day challenges you face after joining this sector? The key adjustment would be that most charities are thinly-staffed, so anyone joining from a senior private sector position will need to be prepared to do a lot of hands-on work. One also needs to forget about the trappings of seniority  - for example, all travel is on Economy class and accommodation are usually the basic hotels. After all, our operating costs are funded by donations, which we need to be very careful and responsible in using. Having said that, it is deeply rewarding work, and has been overwhelmingly positive for me! Being part of the social impact sector now, what are your views on how to further build up the ecosystem in Asia? Overall speaking, I feel that we need more strong leaders in the sector to drive it forward. The good news is that people in recent years are generally in search of greater meaning, and the level of interest in our work has never been higher! Fri, 24 Mar 2023 09:44:12 +0000 Page Executive 1168861 https://www.pageexecutive.com/advice/topics/interview-series/conversations-social-impact-leaders-yvonne-siow With the continued focus to integrate ESG into Corporate Strategy & Operations, Page Executive is keen on playing our part to help draw stronger awareness within our business community by launching our latest Conversation with Social Impact Leaders online. In every episode, we are going to invite one leader from the social impact sector (non-profit, public, social enterprise, education) to share more about his/her passion in this arena as well their advice and tips on the marketplace. This time, Page Executive's Gabriel Nam speaks to Yvonne Siow, Head, OneSight EssilorLuxottica Foundation (ASEAN). Here are some of the key highlights from the conversation: What is the advantage and challenge of working for a foundation affiliated to a big organization? Today's challenges just got bigger and more widespread. Access to world class resources and network from a big organization, coupled with leveraging on corporate solutions have a better chance of moving the needle and helping to alleviate more pain points.  Access to corporate funding and pipeline of volunteers means you can concentrate on delivery humanitarian KPIs. In fact, my wish is that more foundations will operate in a more corporatized manner in order to reach greater efficiency in order to reach the impact and scale needed to solve increasing complex problems. What motivates you to decide to move from marketing to philanthropy? Early in my career, I was doing marketing, business development and sales. The material rewards were of course exponential but morally, I felt like a bankruptcy. After getting involved in my first charity expedition, I cant unsee what I have seen. Thereafter, I wanted to use my entrepreneurial resources to help create solutions for the marginalized communities. As the rewards in philanthropic sector pale in comparison to the corporate world, I felt obliged to continue the work with my expertise since this sector doesnt attract top talents to be in this space. At a blink of an eye, I have crossed a decade working in this space! Outside your full time job, you have also been actively engaged in various community projects and also serving as board members. How do you strike a balance? I believe it is a matter of perspective. I don’t see this as a job. All my actions are an integral part of my lifestyle and an extension of my personality. I derive immerse joy when I see scores of volunteers' life transformed as a result of their heart to serve and when our beneficiaries receive much needed help and support. Since I am mindful of using my time and energy well to achieve maximum impact, I am very selective of the projects I undertake so my efforts can serve as an amplification and multiplier. From a philanthropic perspective, how do you compare Asia landscape vs other markets? Asia holds great potential for being the growth engine for the world at this moment. The second generation of Asian's wealthiest families have been exposed to the giving nature of Americans. They are actively looking for ways to incorporate this into their family businesses as this ideology of giving and being planet-friendly is very much a part of their education.  Singapore is well placed to take the lead in building up this culture of giving in new and innovative ways for the region. Technology for instance, will be deployed to leapfrog current and often old ways of doing philanthropy. Web3, Metaverse and AI will all be at the forefront to turn Asia into a philanthropic powerhouse. I am so hopeful and excited about these new possibilities and look forward to bridging these into my sector.   Fri, 24 Mar 2023 08:33:46 +0000 Page Executive 1141716 https://www.pageexecutive.com/advice/topics/interview-series/conversations-social-impact-leaders-jing-pei With the continued focus to integrate ESG into Corporate Strategy & Operations, Page Executive is keen on playing our part to help draw stronger awareness within our business community by launching our latest Conversation with Social Impact Leaders online. In every episode, we are going to invite one leader from the social impact sector (non-profit, public, social enterprise, education) to share more about his/her passion in this arena as well their advice and tips on the marketplace. This time, Page Executive's Gabriel Nam speaks to Jing Pei Goh-Asmala from the Global Leadership Accelerator at Teach For All. Here are some of the key highlights from the conversation:  Jing Pei's thoughts on keeping staff engaged in a successful international non-profit organisation...  Reflecting on my career path, I am constantly on the lookout for stretched opportunities to continue broadening my impact and growing my capabilities. Despite having a lean footprint, Teach For All provides a platform for me to combine several “core pillars” of my academic and professional interests: human development, system change and regional history.  We are encouraged to lead our growth and development within and beyond the organization. The constant growth of our global network also means that there are opportunities for new lessons to be learned and new practices to be adopted. For example, I recently expanded my portfolio from working directly with organisational leaders in the Asia Pacific region to designing and facilitating leadership programs across our global network. Currently, I am most excited about working with our colleagues, partner staff, and alumni on three pilot leadership development programs covering Europe, Africa and Asia Pacific this year. Jing Pei's advice to individuals who are keen on making a career switch to non-profit... The differences between the high-performing organisations in commercial and non-profit sectors are not always as huge as they are made out to be. After all, you can find highly capable professionals and well-run organisations across both sectors, just as you can find similar people and organisation challenges.  It is important to make the decision with clarity and to carry a growth mindset. Being clear about your reasons for making a career move will help you stay focused on what matters. Coming in with a growth mindset will help you anchor on your personal learning questions and be curious about what you might be blindsided by and let go of unhelpful assumptions that get in the way.  The most successful career-changers I have met are the best listeners with the most strategic mind, they are attentive to the unspoken dynamic of the situations they find themselves in, and very inclusive in the way they seek input and advice. Jing Pei's observations on young talent in Southeast Asia vs other regions in general... ASEAN has about 686 million (and growing!) population, and the youth constitutes 30% of the population. I have had the privilege of meeting and interacting with so many young talents in the region travelling and working in the region. Like myself, many young talents I met are also first-generation graduates themselves, which means they are likely the first ones among their families to receive tertiary education. I have been absolutely blown away by the creativity, resilience and thoughtfulness I have witnessed. In some ways, these young people will inherit a better world than our ancestors knew, with higher income potential, better health, increased access to education, more connected with the rest of the world, thanks to technological advancement. They also face serious regional and global challenges, such as climate change and challenges to social and political freedom, etc. I became convinced that Southeast Asian (young) talents are unique in the sense that we are already blessed with our messy, beautiful multicultural region and it’s rapidly changing; there is a constant need to negotiate between the old and new. We also have more confidence and courage to look at some of the outdated practices and mindsets we inherited from our colonial masters more critically, and are willing to challenge them and build something entirely different. While other regions might have more ‘workplace-ready’ talents given their institutional strengths, I’d say we have tons of hidden gems waiting to be discovered if we are willing to look beyond the conventional metrics. Jing Pei's thoughts on key learning needs for the broader youth community, in view of this ever-evolving social environment... Much has been made about learning how to navigate the increasingly chaotic operating environment young people are finding themselves in: from political polarisation to xenophobia to climate change to growing inequality, just to name a few.  While relevant technical skills are essential, I believe the key to thriving in such a complex environment is an ability to stay centered and to fluidly move between multiple perspectives.  When we get pushed off center by the inevitable stresses of life, we are prone to falling back on narrower views and knee jerk reactions. If we are unable to see situations from the perspective of others who are very different from us, we find it hard to fathom their motivations, let alone collaborate on finding compelling solutions that work for everyone amidst uncertainties. Not surprisingly, it is extremely difficult to grow our capacity to be more tolerable and inclusive, it requires a lot of courage for us to unlearn our mental habits. Jing Pei's views on how the business community can play a part in helping nurture our next generation for a better future...  By role-modelling and practising what they need—growth mindset, centeredness, and perspective-taking—and by encouraging them to discover their own voice. We can adopt a coaching approach, asking them for their views and guiding them with questions, rather than squashing them with our perspectives and answers.  Offering high-quality paid internships for young people of all ages, giving them the direct exposure to real-time challenges you seek to solve, giving them the opportunities to work alongside you and your top leaders as equal partners is the practical key. Essentially, seeing ourselves as co-learners is possibly the best thing we could do in nurturing our young people. Fri, 24 Mar 2023 08:59:16 +0000 Page Executive 835906 https://www.pageexecutive.com/advice/topics/leadership/leading-women-prioritise-and-compartmentalise-effectively-career-success As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of women we work with here in Asia. In this feature, Julia Chen, Head of Supply Chain at Avon Taiwan, shares how having clarity on your career goals and life priorities will guide you professionally, navigate the risks and opportunities in your career, and make you feel fulfilled in life. Q: Could you share some key experiences from your career journey?   When I think about my past experiences, I would like to talk about them in three stages.   The first stage is when we have just started working. What is the most important thing now from my view? The first is discipline. We talk about discipline and self-discipline. You must do your best, know your work division, and deliver it on time with quality. These are the pillars of discipline.    Second, cultivate your professional skills. When you begin your career, no matter the work function, try your best to learn as much as possible and do it well. I went through this and found that the most critical and challenging aspect is having a sense of self-awareness. Understand yourself, and know your advantages and shortcomings. Deep dive into your capabilities.   This was also a time of self-transformation. If you are where you want to be in your career now, it would be because you know what you bring to the table as a professional, the pitfalls to avoid, and the best way for you to manage others.  The third stage is when you reach the senior manager level, where the next step is to work towards the global leadership team. You have accumulated 20 years (or more) of work experience professionally, and you know how to navigate the risks and opportunities in your career.    Another one is being willing to share your learnings and experience because we would have considerable abilities by this career stage, and we should help guide new hires and young people in their careers. The happiness that comes from helping others is pure joy, and that makes you feel fulfilled in life. This is an abridged version of the full interview with Julia Chen. For the full version of the interview, click here.  Thu, 23 Mar 2023 02:51:31 +0000 Page Executive 834936 https://www.pageexecutive.com/advice/topics/executive-talent/dont-ignore-job-hoppers tbody { border: none; } table { margin: 0 auto; border: none; } a.bttn { text-align: center; background-color:#F37A54; transition: background-color 0.5s; color: #FFFFFF; font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; padding: 15px 25px; text-decoration: none; border: 0; appearance: none; -moz-appearance: none; -webkit-appearance: none; border-top-left-radius: 4px; border-top-right-radius: 4px; border-bottom-right-radius: 4px; border-bottom-left-radius: 4px; -webkit-border-top-left-radius: 4px; -webkit-border-top-right-radius: 4px; -webkit-border-bottom-right-radius: 4px; -webkit-border-bottom-left-radius: 4px; -moz-border-radius-topleft: 4px; -moz-border-radius-topright: 4px; -moz-border-radius-bottomright: 4px; -moz-border-radius-bottomleft: 4px; margin-top: 20px; display: inline-block; } a.bttn:hover { background-color: #DC6642; } p,div,td { font-weight: 300; font-size: 14px; color: #3B454C; text-align: left; line-height: 21px; font-family: 'Roboto',"Microsoft YaHei",Arial,sans-serif; font-weight: 400; } td.bttn { width: 100%; text-align: center; padding: 20px 0 40px; } p.quote { font-style: italic; padding:20px; } p.quote::before { content: '“'; display: block; font-style: initial; font-size: 80px; font-weight: bold; font-family: Arial, Helvetica, sans-serif; color: #C1B38A; } td.quote, td.consult1 { width: 33.3%; } td.consult2 { width: 50%; } td.quote:nth-child(2) { border-left:2pt dotted #666666; border-right:2pt dotted #666666; } td.consult1, td.consult2 { text-align: center; } img.consultPhoto { border-radius: 50%; margin: 0; width: 140px; height: auto; } p.consultName { font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; margin: 10px; text-align: center; color: #35444D; border-top: 1px dotted; padding: 10px 0; } p.consultName strong { font-size: 20px; /*display: inline-block;*/ margin-bottom: -10px; padding-bottom: 0; } td.third { width: calc(100%/3); } td.half { width: calc(100%/2); } td.icon { width: calc(100%/6); text-align: center; vertical-align: top; } td.icon img { width: 60%; height: auto; } p.iconName { text-align: center; border-top:1px dotted #F37A54; margin: 10px; padding-top: 10px; font-size: 14px; line-height: 18px; font-weight: bold; } @media all and (min-width: 1180px) { table {width: 635px;} p,div,td {font-size: 16px; line-height: 23px;} } @media all and (min-width: 768px) and (max-width: 1179px) { table {width: 440px;} } @media all and (max-width: 1179px) { td.quote, td.consult1, td.consult2 { display: block; width: 100% !important; padding-bottom:40px; } td.quote:nth-child(2) { border-left:none; border-right:none; border-top:2pt dotted #666666; border-bottom:2pt dotted #666666; } p.quote::before { display: inline; position: relative; top:34px; } } @media all and (max-width: 767px) { table {width: 100%;} img.consultPhoto {width: 50%;} } @media all and (max-width: 400px) { td.icon { display: block; width: 100% !important; padding-bottom:20px; } td.icon img { width: 30%; height: auto; } }  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 BarberAssociate PartnerHong Kong Thu, 08 Sep 2022 07:17:04 +0100 Page Executive 697446 https://www.pageexecutive.com/advice/topics/leadership/advice-female-leaders-owning-your-seat-management-table It’s increasingly accepted that gender diversity at the leadership level is essential, not only from an ethical standpoint but also as a strategy to enhance business performance. Research from McKinsey has shown comprehensively that more diverse and inclusive organisations are more innovative and achieve better commercial returns than their less diverse counterparts. Yet women in leadership positions and those on the path to leadership continue to experience a range of barriers which men do not, while their accomplishments and contributions routinely receive less attention. What can organisations do to deconstruct these barriers, and how can women position themselves to overcome them? Page Executive’s annual Women in Leadership event is an invaluable opportunity for female leaders to come together, discuss shared challenges, network, and share advice and guidance. Here, we share some of the key insights to have come out of the most recent iteration, which included an extended panel discussion with: Amanda Lennon, Employment Lawyer, and HR Director, Spencer West Deborah Cadman OBE, Chief Executive of Birmingham City Council Jo Kenrick, Non-Executive Director for Coventry Building Society, Sirius Real Estate and others What challenges do female leaders face? For all the resources that organisations have devoted to diversity and inclusion initiatives in recent years, women still face many barriers, with their work and contributions often unrecognised. The speakers shared their experiences of being spoken over by male colleagues, overlooked for opportunities, and seeing sexist language and behaviour go unchallenged. At the event, Jo noted that being able to manifest confidence is critical to ensuring you are seen and heard in the workplace. Jo had several suggestions for enhancing your physical presence in these environments. She said: Think carefully about how you come across. Look people in the eye and shake hands firmly. And when it comes to making an impact in meetings, I have found it helpful to practice being able to draw together the threads of a conversation to develop clear actions that have a real impact. As well as this, practice interrupting gracefully. People won’t always stop talking to give you room to interject, so you need to know how to do so anyway. Advice to overcome self-doubt and imposter syndrome It is also common for women in leadership to experience imposter syndrome and self-doubt, often as a result of being treated as a less significant team member or leader. Amanda reiterated the importance of self-confidence in the face of this: You have to believe in yourself and that you are in that position for a reason – you have the experience, and you should let that come across when you speak. This is something that takes practice, but over time I have learned to accept it when people disagree with me and deal with people who don’t work in the ways that I’d like to work. Effective techniques to assert yourself Against this backdrop, it is invaluable for women to know how to assert themselves and make their voices heard. At the event, the speakers related a few techniques that they have used over the course of their careers to ‘own their seat at the table’. Amanda commented that she was the only woman on a board of directors for ten years, and during this time she learned to avoid finger-pointing and aggressiveness, instead making strategic use of silence and timing. By waiting for everyone to finish their arguments and discussions before making your own contribution, you can often come across as more confident and assertive. Jo, who also has experience of acting as a leader in male-dominated environments, made another important point: As a woman, remember that your difference is your strength. You will be able to see things from a different angle and unlock the perspective of a wider consumer audience. How can employers and allies support female leaders? In order for the workplace to become a truly equal environment for women, employers need to take action and men to provide the right support. When asked how to encourage and elevate women in the workplace, Deborah strongly emphasised the importance of coaching and support networks, commenting: Mentoring is an invaluable tool to support women in the workplace by opening doors and instilling confidence. It’s very important for strong, confident successful women to present themselves as role models and be prepared to lean down and give a hand to those coming up behind them. Deborah also noted that issues of gender inequality in the workplace intersect with those of racial inequality, noting that there is not a single woman of colour serving as the CEO of a FTSE 100 company. She said: To attract and retain women of colour at the senior level, it’s important to be intentional, setting targets, considering unconscious bias, rethinking the way we headhunt, investing more in internal recruiting, and implementing blind recruitment as well. At the same time, more men need to be vocal in challenging sexist behaviour and language in the workplace. Making flexible working work for women Amanda and Jo meanwhile raised the importance of flexibility and the concept of ‘equity’ which focuses on levelling the playing field and giving different individuals the tools to access opportunity. Amanda said: As a woman, I don’t want to be treated differently to my male colleagues. Instead, there needs to be an inclusive environment for everyone. For instance, I am a working parent, so I need a degree of flexibility so that I can both do my job and be there for my children. It’s about understanding the needs of all individuals. In the end, real progress comes down to taking concrete and meaningful action. When asked how organisations could make sure that the transition to hybrid working doesn’t disadvantage women with caring responsibilities, Jo noted the importance of truly listening to your people: If you’re not listening with the intention of acting on what you hear, then you’re just waiting for the other person to stop talking. Lessons from successful female leaders At the event, Amanda, Deborah, and Jo were also asked what advice they would offer to aspiring female leaders: Amanda Learn from experience and use your experience in future situations to keep making progress. Work out what sort of leader you want to be. Think about who your audience is when you are speaking to have more impact, but also be true to yourself. Deborah Be authentic, brave, and willing to make hard decisions, even when you’re unsure. Don’t be afraid to be a bit troublesome. Call out things that you think are wrong - people will respect you for it. Find mentors and people who will support you and offer your skills to others too. And never feel that you are above being challenged. Jo Keep your head up - in six months’ time, you probably won’t even remember whatever particular challenges you are facing right now. As a leader, developing that resilience will enable people to take confidence from you as well. Page Executive specialises in placing talented executives with employers across a range of dynamic sectors. With decades of recruitment experience and a well-honed expertise in diverse and inclusive hiring, we are always available to help you make a critical new hire or to enter an exciting new role. To set up an introductory call with one of our expert consultants, get in touch today, or email: Sarah Bradley, Partner, Page ExecutiveSarahbradley@pageexecutive.com Mon, 13 Jun 2022 14:57:56 +0100 Page Executive 637911 https://www.pageexecutive.com/advice/topics/leadership/hr-needs-to-evolve-to-support-future-work tbody { border: none; } table { margin: 0 auto; border: none; } a.bttn { text-align: center; background-color:#F37A54; transition: background-color 0.5s; color: #FFFFFF; font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; padding: 15px 25px; text-decoration: none; border: 0; appearance: none; -moz-appearance: none; -webkit-appearance: none; border-top-left-radius: 4px; border-top-right-radius: 4px; border-bottom-right-radius: 4px; border-bottom-left-radius: 4px; -webkit-border-top-left-radius: 4px; -webkit-border-top-right-radius: 4px; -webkit-border-bottom-right-radius: 4px; -webkit-border-bottom-left-radius: 4px; -moz-border-radius-topleft: 4px; -moz-border-radius-topright: 4px; -moz-border-radius-bottomright: 4px; -moz-border-radius-bottomleft: 4px; margin-top: 20px; display: inline-block; } a.bttn:hover { background-color: #DC6642; } p,div,td { font-weight: 300; font-size: 14px; color: #3B454C; text-align: left; line-height: 21px; font-family: 'Roboto',"Microsoft YaHei",Arial,sans-serif; font-weight: 400; } td.bttn { width: 100%; text-align: center; padding: 20px 0 40px; } p.quote { font-style: italic; padding:20px; } p.quote::before { content: '“'; display: block; font-style: initial; font-size: 80px; font-weight: bold; font-family: Arial, Helvetica, sans-serif; color: #C1B38A; } td.quote, td.consult1 { width: 33.3%; } td.consult2 { width: 50%; } td.quote:nth-child(2) { border-left:2pt dotted #666666; border-right:2pt dotted #666666; } td.consult1, td.consult2 { text-align: center; } img.consultPhoto { border-radius: 50%; margin: 0; width: 140px; height: auto; } p.consultName { font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; margin: 10px; text-align: center; color: #35444D; border-top: 1px dotted; padding: 10px 0; } p.consultName strong { font-size: 20px; /*display: inline-block;*/ margin-bottom: -10px; padding-bottom: 0; } td.third { width: calc(100%/3); } td.half { width: calc(100%/2); } td.icon { width: calc(100%/6); text-align: center; vertical-align: top; } td.icon img { width: 60%; height: auto; } p.iconName { text-align: center; border-top:1px dotted #F37A54; margin: 10px; padding-top: 10px; font-size: 14px; line-height: 18px; font-weight: bold; } @media all and (min-width: 1180px) { table {width: 635px;} p,div,td {font-size: 16px; line-height: 23px;} } @media all and (min-width: 768px) and (max-width: 1179px) { table {width: 440px;} } @media all and (max-width: 1179px) { td.quote, td.consult1, td.consult2 { display: block; width: 100% !important; padding-bottom:40px; } td.quote:nth-child(2) { border-left:none; border-right:none; border-top:2pt dotted #666666; border-bottom:2pt dotted #666666; } p.quote::before { display: inline; position: relative; top:34px; } } @media all and (max-width: 767px) { table {width: 100%;} img.consultPhoto {width: 50%;} } @media all and (max-width: 400px) { td.icon { display: block; width: 100% !important; padding-bottom:20px; } td.icon img { width: 30%; height: auto; } } The past two years amidst the COVID-19 crisis have shown us that HR has been uniquely positioned to help organisations navigate and thrive. There is no doubt that the pandemic has profoundly changed the role of human resources leaders and accentuated the importance of HR in the pandemic era.Overnight, business leaders adopted and accelerated digitalisation across organisations, and companies shifted to remote work. These changes have significantly and profoundly changed the way individuals interact and societies operate and have led to talent issues like the Great Resignation and amplified talent shortages in various industries. The pandemic has shown us how human resources are at the heart of every company and are critical for an organisation's success HR leaders need to find ways to support their business leaders. They need to reevaluate processes to redefine business stability and drive people transformation in order to strengthen their organisations' ability to support the future of work. Rebuild Culture in the New Workplace Adopting remote work and more flexible work arrangements, while vital in the new normal and have benefited organisations in different ways, poses a threat to office culture. This lack of in-person interaction amongst employees can be detrimental to creating a collaborative culture, which is vital for employee retention and satisfaction, and organisational success. The hybrid work model is not going away. Therefore, HR leaders need to focus on employee engagement. An organised and consistent process that includes open dialogue needs to be established to strengthen relationships between team leaders and team members to foster community from a distance. HR needs to create communities to engage employees. One area to focus on is diversity, equity and inclusion (DEI). Depending on your company's DEI policies, HR teams may opt to get employees involved in related committees and programmes to create a more profound sense of purpose and promote further engagement within a company. This is also an opportunity for HR to catalyse purpose within employees. Also, HR can conduct anonymous employee satisfaction surveys to understand the state of employees' well-being, and get their suggestions on internal communications and how best organisations can support them to perform at their best. Redefine Performance Review Systems Performance review systems need to change to retain talent. As the market continues to be candidate-driven, HR needs to assure employees that they want to help them develop their careers. So, as we move towards a people-centric workplace, traditional yearly reviews are no longer sufficient. These need to be replaced with regular reviews. Organisations should also provide personalised coaching and opportunities for upskilling for all employees. Realign Reward Schemes Many businesses are left with weakened balance sheets due to the impact of COVID-19. They may have caused them to cut costs by decreasing the number of employees, deferring bonuses or even reducing employee salaries and benefits. These measures may make sense at the start of the pandemic and may not work in favour of the company in the long run. If companies are unable to provide high salaries for top talent to join the company, they will lose out in this talent-driven market. Therefore, HR leaders need to evaluate how they can incentivise employees to stay competitive in the market. For a start, companies could permanently implement personalised, flexible work arrangements to allow employees to work out their preferred hours and arrangements with their immediate supervisor. Companies can improve health insurance and dental care coverage or add new benefits such as optical care and free health screenings. Invest in Digital HR The HR industry is radically changing. Moving forward and beyond the pandemic, HR needs to look into digital transformation within HR. This would enable HR to improve process efficiency and effectiveness in recruitment, internal communications, performance management and people development and be competitive in a candidate-driven job market. HR leaders must evaluate current processes to analyse what could do better with a digital makeover. This is also an opportunity to engage with employees of all levels to understand their priorities and concerns that may have been blindspots for HR. Digital HR can come in several forms. These include the adoption of new video interviewing platforms to streamline the hiring process, performance management tools to allow managers and employees to receive and share feedback, and employee self-service software to provide a single self-service portal for employees to access information on company benefits, apply for annual leave and empower them to manage their details online. To continue to add value to the business and its bottom line, HR should utilise data and analytics to capture insights that would drive leadership and business decisions. HR leaders can also regularly analyse and monitor employee performance and engagement metrics to help them monitor workforce performance. This would also aid HR teams to make better decisions on revenue, talent acquisition and development as they support the workforce for new challenges during and after the COVID-19 pandemic. The Future of HR - Post-pandemic The pandemic has shown us how human resources are at the heart of every company and are critical for an organisation's success. And thus, it is vital for HR to consistently look for ways to support business leaders while increasing employee engagement and improving productivity for organisations to succeed in the COVID-19 era and beyond.  Richard BarberAssociate PartnerHong Kong Tue, 26 Apr 2022 07:59:41 +0100 Page Executive 602336 https://www.pageexecutive.com/advice/topics/leadership/leading-women-transcend-gender-bias-mental-toughness As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of women we work with here in Asia.  In this feature, Rasleen Kaur, Head of Corporate Strategy & Investor Relations at Policybazaar Group, explains why it is best to not get too carried away with real or perceived gender bias at work. Sometimes, the best strategy is to set your mind right and to let your work speak for itself.  Q: What are some of the strategies that can help women achieve more prominent roles in male-dominated industries?  First, do not think of it as a negative. I would say that women in these positions should view it as a blessing in a disguise because it’s an opportunity to stand out without having to do anything. I guess a positive frame of mind always helps, whether you’re in the situation of being a minority or when it comes to any other challenge that’s thrown at you. Once you’re confident in your head, you will also do whatever it takes to achieve the goal you’ve set for yourself.   Second, don’t hold back just because you think the world has a bias against your gender. This may or may not be true. So having this mindset will save you from doing a disservice to yourself. Nobody appreciates weakness and I think if you’re strong enough to command what you want, you will get it, woman or not. There cannot be a rule book or a one-size-fits-all strategy for dealing with this. When you are in the game, you do whatever is needed.  This is an abridged version of the full interview with Rasleen Kaur. For the full version of the interview, click here.  Fri, 18 Feb 2022 05:24:19 +0000 Page Executive 569176 https://www.pageexecutive.com/advice/topics/leadership/leading-women-navigate-complex-teams-respect-and-effective-communication Our Leading Women series highlight the professional challenges and career aspirations of women we work with here in Asia.   In this feature, Carol Lee, Chief Supply Chain Officer at KFC and Pizza Hut Malaysia (QSR Brands (M) Holdings Bhd), shares how the role of collaboration and differentiated communication styles are critical in building strong workplace relationships and resolving conflicts, especially when managing co-workers of different seniority in a male-dominated supply chain industry. Q: How do you empower and engage with your team?    I strongly believe in freedom, true responsibility. I think it’s important to clearly set the objective, the direction and the expected deliverables or the expectation of the project. And along the way, though, of course, there will be pulse checks to ensure alignment. And there’s two-way communication if there are any issues. But most importantly in empowerment is to allow mistakes. Allow mistakes because when we empower someone, we have to bear in mind that we are taking certain calculated risks. Making small mistakes is okay because that’s how we learn; how we grow talent. That’s how we take away the fear factor for people when it comes to making decisions. Sometimes, we often feel that the team members will fear making decisions when there's a blame culture. And that's where you need to empower your team. So very important, it’s to allow mistakes, learn from the mistakes and move on. And that’s how we improve. This is an abridged version of the full interview with Carol Lee. For the full version of the interview, click here.   Wed, 09 Feb 2022 08:27:21 +0000 Page Executive 567501 https://www.pageexecutive.com/advice/topics/leadership/leading-women-stay-true-yourself-and-lead-heart As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this feature, Normalis Mohammad-Sharif, Danone's Human Resources Director in the India-Southeast Asia Region, shares how staying true to her values helped her flourish in her career. She also highlights her insights into the evolution of human resources (HR), how HR teams adapt during COVID-19 and the best strategies for female leaders to rise and succeed. Q: What do you feel has been the biggest changes HR has gone through as a profession over the years?  Yeah. So, what I feel is that in recent years, HR business partnering has played an increasingly important role in contributing to business decisions and business strategies. When I first started work more than 20 years ago, HR was more of an administrative function. But now, it is an essential function to business performance and business success. So as HR leaders, I would say that we need to be business savvy. We need to keep abreast of the developments in the markets that we are working in. We need to design people’s strategies that will contribute to the deliverable of your business strategies. And in the past, of course, you know, HR is, you know, the function that usually safeguards the company’s policies. I wouldn’t say that has changed. But it would be good for HR professionals to become agile to adapt and advise our stakeholders on how to make the policies work for the business instead of the other way around. That’s how I see his HR has evolved. And by right, yes, in most big companies, HR is actually a very important business partnering function to the business leaders. This is an abridged version of the full interview with Normalis Mohammad-Sharif. For the full version of the interview, click here.   Wed, 03 Nov 2021 09:01:40 +0000 Page Executive 522976 https://www.pageexecutive.com/advice/topics/leadership/leading-women-progress-taking-calculated-risks As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this feature, Priti Shetty, Head of People at WeWork India, shares her self-development strategies and thoughts on how organisations can support women’s careers, especially during this pandemic period. Q: What do you think will be the biggest challenge for the generation of women behind you, and how can organisations ensure support to overcome such challenges? Yeah, I think the pandemic and this extended work-from-home period have forced women across the world to make some tough choices between their careers and personal priorities. And I believe that providing flexibility and helping women find boundaries between work and their personal life will help us bring women back into the workforce. I’m proud to work for a company that enables this journey through many of the products we offer. Apart from that, I think feeling a sense of belonging and feeling invested in, is important for women, especially in the hybrid working environment that we are operating in today and will be operating in the future. Workforces will be distributed; they are going to be global; we are going to be working across time zones, right? Therefore, organisations need to build a culture that helps women reach their potential through policies and a network of allies, sponsors, and mentors that they can count on. They need to offer formal leadership development and experiential opportunities for women to test themselves out and move out of their comfort zone. And finally, I think health and well-being, not just physical health but also mental well-being, will become focus areas for companies supporting women through various stages of life. We just can’t ignore that biological differences exist, and women do have responsibilities beyond work. And that’s something that organisations need to accept, acknowledge, and offer policies that enable both aspects of a woman’s life. This is an abridged version of the full interview with Priti Shetty. For the full version of the interview, click here.   Fri, 29 Oct 2021 09:10:32 +0100 Page Executive 520821 https://www.pageexecutive.com/advice/topics/leadership/leading-women-succeeding-through-grace-and-grit As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this feature, Pia Arellano, President and CEO at TransUnion Philippines, shares the key leadership traits that embody the leader of today, the best strategies to empower your employees and strive in a male-dominated industry   Q: How do you set the tone as a leader? I think when it comes to setting the tone, clarity of communication is really key. So as a leader, I really do my best to effectively communicate our vision, mission or business objectives so that, as a team, we can come together and collaborate as one unit. But just as important as the “what we must achieve” is also the “how we are to achieve them”. And, you know, this really underscores our values and beliefs as an organisation. And as a leader, I do my best to model the way so that my people can adopt and mirror, you know, the work ethic and the behaviour that I want them to adopt. I also tried to foster a culture of curiosity and constant innovation; I challenged my people to always, you know, challenge the status quo, I reinforced the fact that there’s no such thing as a stupid question, and really encourage them to speak up and to speak out. So, ultimately, by creating a safe environment, I feel that I’m able to inspire respect and trust and confidence, which allows them to achieve, you know, great things. This is an abridged version of the full interview with Pia Arellano. For the full version of the interview, click here.   Fri, 24 Sep 2021 07:25:15 +0100 Page Executive 498881 https://www.pageexecutive.com/advice/leadership/leading-women-art-embracing-doubt As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, Jane Lo, Senior Director, Asia at Duracell Professional, talks about embracing doubt, learning from defeats and adapting to life as a stranger in a strange land. Q: Do you ever experience self doubt? As a leader, you are not the only one executing everything. You work with your team, you work with your peers and you work with your managers. So sometimes you don’t know how a decision is going to be perceived, how it is aligned with everything or if it will turn out the way you envision. Also it is inevitable to make mistakes along the way, and you will feel defeated. Maybe it is my personality, but I just cry for a bit and move on. Take COVID-19, for example. When it first hit, I had just returned from my trip to the US. The shutdown happened five days after I returned, and I remember joking that everything would be open by April last year. When that didn’t happen, we said it’d probably be open by summer, and that didn’t happen either. Now it’s April 2021. So we do doubt our business decisions, if we were making the right call during the pandemic, things like that. Should we continue to grow the business? Where’s this COVID-19 going to take us? Am I going to stay in Hong Kong? Will I have a job? Ultimately, it’s OK to doubt, but I think it is not OK to freeze and stop working. This is an abridged version of the full interview with Jane Lo. For the full version of the interview, click here. Tue, 21 Sep 2021 10:40:56 +0100 Page Executive 503856 https://www.pageexecutive.com/advice/topics/leadership/leading-women-finding-confidence-through-vulnerability As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, Sharmini Wainwright, Senior Managing Director — NSW at PageGroup, shares her biggest personal sacrifices, how vulnerability builds confidence and how one disruptive boss changed her views on talent development for the better.   Q: What is the best decision that you have made with regard to your career?  I spent 10 years working in our Australian business, and I honestly couldn’t have asked for a more brilliant decade. I was in my 20s, I didn’t know a lot of things, so I could just enjoy the career for what it was. The business and I grew up together, and there was such a great group of colleagues. At 33, however, I figured that I needed to leave and board the Asia growth bandwagon that I kept hearing about. I was nervous but I thought, what have I got to lose? So I landed here as a director, I was given a portfolio of people to look after and grow the business — but I didn’t know anybody in Hong Kong. I had no track record there, the team looked at me and was like, “Who’s this Aussie Indian chick? What’s she going to do?” That was a huge year of just being uncomfortable, meeting as many people as possible and trying to connect with and understand Hong Kong. What an experience, you know, to be thrown into the deep and after 10 years on the job just to prove yourself.   This is an abridged version of the full interview with Sharmini Wainwright. For the full version of the interview, click here.   Tue, 21 Sep 2021 10:32:08 +0100 Page Executive 503836 https://www.pageexecutive.com/advice/topics/leadership/leading-women-leadership-starts-self-awareness As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Nagashree SR, Finance Director at Cargill, shares her strategies to build a successful and meaningful career and how there is a need to reinvent ourselves and adapt in a world that is hurling towards digitalisation.    Q: What are some assumptions or biases you have noticed as a female leader around you?   Many. [That] women can’t do challenging jobs. They can’t be hardworking, they can’t do stretch assignments. If you hire young women during their reproductive age, they will go for maternity leave. And these days, the funniest thing, which I’ve been hearing a lot is that many people look at us as privileged and preferred, as every company is trying to increase their diversity score. At times, you know, it gets very annoying because you know women always existed as part of this whole system. It’s just that we’ve been driving something now because just to increase the scope, but I think there’s nothing which, what do I say, we don’t get any exemptions because we are women. We have to do whatever it takes to do our jobs. I don’t know why people think like that. I think we need to change some of these thinking around us.  This is an abridged version of the full interview with Nagashree SR. For the full version of the interview, click here.   Thu, 16 Sep 2021 02:19:33 +0100 Page Executive 501451 https://www.pageexecutive.com/advice/management-advice/leadership/leading-women-fight-against-uneven-expectations As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Neha Arur, Senior Director of Human Resources India at Midland Credit Management (an Encore Group Company), shares the two greatest career decisions of her life, as well as how today’s women leaders have to battle uneven expectations at work, at home and within the society at large.    Q: Have you ever had moments of self doubt in the course of your career? How did you manage it?   My biggest self doubt came when I wanted to start a family. I was at the top of my game, I was doing very well, and I was holding a global role. I was skeptical to start a family at the time because I didn’t know if I could manage both work and family. I had a lot of self doubt with regard to creating that balance and remaining relevant after my maternity break. I feared that, as I was taking care of my child, the entire world would change and I’d not even know how to work on a laptop. I was also afraid that I would be judged for the life choices I made. Some of these were unfounded fears, but fears nonetheless. The way I managed it was to take baby steps, one day at a time. It was just a matter of days or weeks before I was back to being my normal self.  This is an abridged version of the full interview with Neha Arur. For the full version of the interview, click here.   Fri, 10 Sep 2021 06:49:55 +0100 Page Executive 498841 https://www.pageexecutive.com/advice/topics/leadership/leading-women-standing-strong-through-personal-tragedy As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Vanee Gosiengfiao, General Manager at Sanofi Consumer Healthcare, Philippines, shares what it means to pay it forward as a mentor, how she stayed strong through a family tragedy and the brand new life she is now building for her family.   Q: What were some sacrifices you’ve had to make for your career?   I wouldn't think of it as a sacrifice. It’s more about choices. I chose to leave the Philippines and go to Thailand. I also chose to leave Asia to live in the US. When we had kids, we chose to go back to Asia to have the right family support, to help me with my job while raising a family.   My biggest choice probably has been to go back to the Philippines. Coming from Bangkok, I was in a General Manager position at that time. Great country, great business, great team. But I had to make the choice to go back to the Philippines, because that was the time when we found out that my husband had liver cirrhosis. Because he was sick, we decided that it was best to be here. He needed a transplant and it was best to be in our home country, where the family is around, and also to facilitate the transplant. That was a choice that we both made, and I don't regret it really, because it's opened so many other opportunities for me.  This is an abridged version of the full interview with Vanee Gosiengfiao. For the full version of the interview, click here.   Thu, 09 Sep 2021 11:07:38 +0100 Page Executive 498491 https://www.pageexecutive.com/advice/topics/leadership/leading-women-leader-mission As part of our Leading Women series, we highlight the professional challenges and career aspirations of the women we work with.  In this story, Grace Zhou, Founder and CEO of biotech company Immvira, shares her experience running and managing a successful startup, an arena that’s dominated by her male peers, as well as her journey thus far as a career woman leader.   Partner with us on your next career opportunity. Q: Most board members today are male, and many industries and enterprises are dominated by them as well. As a female founder, how do you think women can stand out?  That’s an interesting question. I noticed an interesting phenomenon when recruiting students, be it those with Master’s, Doctorate or Post-Doctoral degrees, many of them are women. However, once you return to the industry after 10 or 20 years, you notice that there are very few women as leaders. It saddens me to think that many of them must have lagged or dropped out of the industry altogether.   On a personal level, I rarely looked at myself and said: “You are a woman and a female entrepreneur”. Once your female identity becomes less of a focus, you become just ‘one of the boys’ at work. The times when my female identity comes to the fore are when I am face-to-face with the employees at work, and I am there as their female boss. When you have a certain sensitivity to things, that’s when I feel the most female. As for success, and it doesn’t matter if you are a male or female, the key is to be quick to learn and adapt. If you can do that, then you will naturally succeed.   This is an abridged version of the full interview with Grace Zhou. For the full version of the interview, click here.   Wed, 18 Aug 2021 03:55:51 +0100 Page Executive 489031 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-charting-a-course-of-your-own As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.  In this story, Elizabeth Faber, Chief Talent Officer of Deloitte Asia Pacific, shares her battle against imposter syndrome, becoming a sponsor for others, as well as the decision to move to China from the US when she was three-months pregnant — and without a job.   Q: What are the traits you admire the most in leaders?  Humility and vulnerability. Those are the traits that have been quite valuable lately. Having the courage to be vulnerable is something I admire a great deal. Also, to think big and bold. That’s something that I am working on myself. It really helps to advance what’s possible. I admire leaders who call things out, who say the things that no one wants to say, but everyone is thinking about. It really helps to clear the air. After that initial shock of getting over what someone said, then there’s a great deal of relief that I find in the room and in the team. Because then you can focus on what really is at the root of the matter. So it’s about being humble, being more bold and calling things out.   This is an abridged version of the full interview with Melisa Teoh. For the full version of the interview, click here.   Wed, 10 Mar 2021 06:36:02 +0000 Page Executive 5446 https://www.pageexecutive.com/advice/region/asia-pacific/playing-to-your-strengths As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Rosa Lee, Executive Vice President of Bosch China, shares how strength-based development lies at the heart of diversity and team management, as well as how female leaders must lift each other up at the workplace.   Q: Since there tend to be more male leaders in industrial companies, what have you done over the years to stand out as a woman?  To be honest, in a male-dominated industry, the reason you stand out has nothing to do with gender. Fundamentally, for both men and women, the most important thing is to perform the current job. You must try your best to finish your work perfectly and exceed expectations that others have for you. The second thing is to go the extra miles. When an opportunity comes along, don’t say ‘No’. Make sure you’re fully prepared. Thirdly, and this is gender related, women should help women at the workplace. I firmly believe that, in a male-dominated industry, the economic term of ‘30% Club’ still works. You will be able to change something once you have women taking up 30% of your team. Therefore, it is not enough to stand out alone. You should also help other women stand out. In short, you need to first perform extremely well at your current job, be willing to go the extra mile, then help other women get to the same place too.     This is an abridged version of the full interview with Melisa Teoh. For the full version of the interview, click here.   Wed, 03 Mar 2021 08:08:46 +0000 Page Executive 5431 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-leading-bravery As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Melisa Teoh, General Manager & Chief Marketing Officer at MyDoc, Simplify Healthcare, shares what it is like as a woman in the startup world, a particularly scary situation at work and the lessons learnt from that experience.   Q: In what ways have you empowered others?   I am a very collaborative type of person, and I believe that individuals have unique talents, interests, experiences and knowledge. So I tend to mix things up. When I build teams, I tend to look for complementary skill sets depending on what it is that we are trying to accomplish and the circumstances within which they are operating. I will combine people that work well together, a bit like a cooking recipe. I tend to also invite others to share ideas and, even if they have different thoughts on how to do things, I think it enriches the whole experience. I love creative thinking and working with people who bring different perspectives.     This is an abridged version of the full interview with Melisa Teoh. For the full version of the interview, click here.   Fri, 26 Feb 2021 08:17:48 +0000 Page Executive 5421 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-advocating-lifelong-learning As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of women we work with in Asia. In this feature, Hilda Chan, Vice President of Operations for Hasbro in the Asia Pacific and the Middle East, talks about the challenges of being a female leader, the importance of continually learning and upgrading yourself, and the necessity of staying one step ahead. Hilda is one of the inspirational female leaders in Supply Chain & Procurement in Asia helping to pave the way for other women to achieve success and climb the ranks in this field. Q: What’s the greatest risk you’ve taken?   The greatest risk that I have taken in my career experience was my move from Hong Kong to Singapore in 2008. The challenge was to close down the Asia Pacific Regional Headquarters in Hong Kong and build a new headquarters in Singapore with my management team. I had to start from scratch and rebuild the whole supply chain team in Singapore, covering planning, customer service and logistics. Apart from the challenge of relocation, my comfort zone was challenged through the culture shock I experienced. We faced a number of team member conflicts due to the diversity of the team, with people coming from all walks of life. It was my first time handling a team of this nature, so there were some learning points for me. With all the challenges we were facing, we were still expected to uphold a seamless customer fulfilment process. It is true that you will never grow unless you try to do something beyond what you have already mastered, so I’m glad I was able to step out of my comfort zone and challenge myself. This is an abridged version of the full interview with Hilda Chan. For the full version of the interview, click here.  Thu, 18 Feb 2021 10:38:03 +0000 Page Executive 5401 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-journey-poverty-empowerment As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Teresa Condicion, Founder & CEO of Shoplinks, shares what it was like to grow up in abject poverty and how embracing her roots has given her a newfound sense of confidence and leadership.   Partner with us on your next career opportunity. Q: What kind of barriers did you experience prior to your success?  So many! Here’s one example. I’ve had the privilege of having a very diverse experience. I’ve lived in the Philippines, Singapore and China, and I’ve worked in a corporate startup and have both technical and leadership experience. Coming from a fishing village in the Philippines, I was hesitant to speak up when I first started working. I had a lot of self doubts. One time, when I was invited by my alma mater to speak about my experiences, I just froze. I couldn’t say a word. That experience stayed with me, and I really avoided that kind of speaking engagements.     At some point, because of my corporate role, I knew that I couldn’t avoid it anymore. As an entrepreneur, I had to pitch to hundreds of investors, and I had to speak for an organisation that was rapidly growing in size. I also had to speak to reporters, join interviews, appear on television and be seen by millions of people.     At first I was incapacitated, but I knew that I just had to get through it. I realised that it was just a muscle that I had to build. Public speaking was something that I had to do again and again until I felt confident about it, and it became more second nature. I learnt that a lot of it had to do with my mindset. It’s something that I still struggle with from time to time. It takes practise. This is an abridged version of the full interview with Teresa Condicion. For the full version of the interview, click here.   Mon, 01 Feb 2021 07:44:41 +0000 Page Executive 5376 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-fighting-good-fight-against-female-stereotypes As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, Dione Song, Chief Commercial Officer of Love, Bonito, shares the most common stereotypes that she’s had to battle at work, staying positive despite the odds, as well as the playlist that keeps her going on the running track.     Q: What kinds of obstacles or biases have you experienced along your journey as a leader?    At the very first company I worked for, I was given a promotion three or four years into the job, and it was for quite a senior position. I was one of the few women in the management team. My predecessor, who was also a female leader, told me before she left, ‘Hey, I think the men working in the same role within this organisation are being paid more.’ She also gave me a tip. She told me to ask, or at least try to have that conversation when they do promote me. I am very thankful that she gave me that heads up. Maybe it was not just a gender thing, because I happened to be one of the youngest on the management team also. Anyway, so I negotiated and eventually got what I asked for — the same as those in the same executive roles.   This is an abridged version of the full interview with Dione Song. For the full version of the interview, click here.  Mon, 25 Jan 2021 04:54:54 +0000 Page Executive 5361 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-leading-integrity As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, Polly C Heiss, Global Commercial Director - Integrated Logistics at Kerry Logistics talks about the struggles to balance work and her personal life, being successful in a male-dominated industry and some of the best advice she’s received.  Q: In reaching the level of success you have, if anything – what have you sacrificed along the way? Have you experienced any barriers in the journey to becoming a leader?  Work life balance doesn’t exist for me. No matter how hard I try, there are times when work consumes my personal and family time. I try to avoid a conflict when setting up a meeting or work trip by scheduling my important family events ahead of time but even then, I have ended up missing many of my children’s development milestones due to work commitments. When Ryan (my eldest son) lost his first tooth, I was in Macau attending a work conference. After I had my second child, Markus I was back at work 10 weeks after his birth. Thankfully, my husband is very supportive of my career, and has my back.  In the past, I have been on the receiving end of biases against female leadership. Back then, when I graduated from college, logistics was a male-dominated industry. However, the logistics workforce today is supported by many women, including those in senior leadership roles. There is a growing awareness of the importance of gender equality in recent times. Large corporations now see that diverse teams produce better results. While it is progressing, there is still a lot to do to close the gap.  This is an abridged version of the full interview with Polly C Heiss. For the full version of the interview, click here.  Wed, 13 Jan 2021 15:48:12 +0000 Page Executive 5346 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-female-mentorship-and-power-inspire-future-women-leaders As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, Alexandra Cerruti, Client Services Director at Design Bridge, shares about the women that have inspired her professional career, what keeps her motivated and engaged at work, as well as how the company at large celebrates diversity on a day-to-day basis.    Q: What have you sacrificed for your professional journey?   Would you ask the same question to a male professional? Unconsciously, people tend to think that women have to make some sacrifices to progress professionally. As for me, I am very grateful to work for an inclusive organisation that gives equal opportunities to all. Three out of every five Managing Directors at Design Bridge worldwide are women, as are half of our most senior-level Creative Directors. Flexible working arrangements are becoming the norm and will be extended in the post-COVID world. This also facilitates a healthy work-life balance. Having two young children myself, I need to be flexible and organised, but nothing is impossible here. Internally, our culture is not to compete, but to celebrate each other and our collective wins.   This is an abridged version of the full interview with Alexandra Cerruti. For the full version of the interview, click here.  Wed, 13 Jan 2021 15:37:05 +0000 Page Executive 5341 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-building-resilience-through-mastery As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Paula Wang, Director of APAC App Developer Sales at Google, talks about the pain of rejection, the role of luck in her career and what it’s like to be a female leader in a billion-dollar company.   Q: What do you think are the main challenges and opportunities for the next generation of women leaders?   I really do think that the opportunities outweigh the challenges. Take the US Presidential Election, for example. It’s exciting to see a woman of colour being the new elected Vice President for one of the most powerful countries in the world. Certainly, the awareness level is unprecedented with regard to diversity and inclusion. We’re also seeing a lot of good progress in the business world and politics. During the COVID-19 pandemic, we saw great leadership demonstrated in countries like Germany and New Zealand, both nations led by a female leader. So for the next generation of women leaders, they should feel like they’re standing on the shoulders of other women. The future is very bright for women leaders.   This is an abridged version of the full interview with Paula Wang. For the full version of the interview, click here.   Wed, 13 Jan 2021 15:35:04 +0000 Page Executive 5336 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-making-space-learning-empathy-and-empowerment As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Penny Wan, Regional Vice President and General Manager, JAPAC at Amgen, shares the unexpected blessing of remote work, the key ingredients to build confidence, as well as lessons of resilience from the most important women in her personal life.   Q: Could you name a woman who’s inspired you the most?   I would say my mother and my grandmother. My father passed away when I was very young, and my mother raised three young children on her own. She had to work full time and provide for the family, all while playing multiple roles. My grandmother, too, raised two young daughters after my grandfather passed away. Despite the challenging circumstances, they shared what they had and supported others in need. My grandmother adopted my unrelated uncle when she was making barely enough money to feed her own children. Both women instilled in me a sense of resilience and empathy. My upbringing also taught me that it is better to give than to receive, and I have tried to adopt this approach to both my personal and professional lives.   This is an abridged version of the full interview with Penny Wan. For the full version of the interview, click here.   Wed, 13 Jan 2021 15:32:49 +0000 Page Executive 5331 https://www.pageexecutive.com/advice/topics/executive-trends/leadership-without-borders tbody { border: none; } table { margin: 0 auto; border: none; } a.bttn { text-align: center; background-color:#F37A54; transition: background-color 0.5s; color: #FFFFFF; font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; padding: 15px 25px; text-decoration: none; border: 0; appearance: none; -moz-appearance: none; -webkit-appearance: none; border-top-left-radius: 4px; border-top-right-radius: 4px; border-bottom-right-radius: 4px; border-bottom-left-radius: 4px; -webkit-border-top-left-radius: 4px; -webkit-border-top-right-radius: 4px; -webkit-border-bottom-right-radius: 4px; -webkit-border-bottom-left-radius: 4px; -moz-border-radius-topleft: 4px; -moz-border-radius-topright: 4px; -moz-border-radius-bottomright: 4px; -moz-border-radius-bottomleft: 4px; margin-top: 20px; display: inline-block; } a.bttn:hover { background-color: #DC6642; } p,div,td { font-weight: 300; font-size: 14px; color: #3B454C; text-align: left; line-height: 21px; font-family: 'Roboto',"Microsoft YaHei",Arial,sans-serif; font-weight: 400; } td.bttn { width: 100%; text-align: center; padding: 20px 0 40px; } p.quote { font-style: italic; padding:20px; } p.quote::before { content: '“'; display: block; font-style: initial; font-size: 80px; font-weight: bold; font-family: Arial, Helvetica, sans-serif; color: #C1B38A; } td.quote, td.consult1 { width: 33.3%; } td.consult2 { width: 50%; } td.quote:nth-child(2) { border-left:2pt dotted #666666; border-right:2pt dotted #666666; } td.consult1, td.consult2 { text-align: center; } img.consultPhoto { border-radius: 50%; margin: 0; width: 140px; height: auto; } p.consultName { font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; margin: 10px; text-align: center; color: #35444D; border-top: 1px dotted; padding: 10px 0; } p.consultName strong { font-size: 20px; /*display: inline-block;*/ margin-bottom: -10px; padding-bottom: 0; } td.third { width: calc(100%/3); } td.half { width: calc(100%/2); } td.icon { width: calc(100%/6); text-align: center; vertical-align: top; } td.icon img { width: 60%; height: auto; } p.iconName { text-align: center; border-top:1px dotted #F37A54; margin: 10px; padding-top: 10px; font-size: 14px; line-height: 18px; font-weight: bold; } @media all and (min-width: 1180px) { table {width: 635px;} p,div,td {font-size: 16px; line-height: 23px;} } @media all and (min-width: 768px) and (max-width: 1179px) { table {width: 440px;} } @media all and (max-width: 1179px) { td.quote, td.consult1, td.consult2 { display: block; width: 100% !important; padding-bottom:40px; } td.quote:nth-child(2) { border-left:none; border-right:none; border-top:2pt dotted #666666; border-bottom:2pt dotted #666666; } p.quote::before { display: inline; position: relative; top:34px; } } @media all and (max-width: 767px) { table {width: 100%;} img.consultPhoto {width: 50%;} } @media all and (max-width: 400px) { td.icon { display: block; width: 100% !important; padding-bottom:20px; } td.icon img { width: 30%; height: auto; } } Meet the New Health and Life Sciences Executives Few of us will ever forget this year. As I re-read the Remote Leadership trend from our Eight Executive Trends for 2020, and ring the changes I’ve seen in the Health and Life Sciences sector, it’s clear that much of what was foreseen at the beginning of the year has come to pass… and more. In many ways, the HLS sector has always been in a league of its own when it comes to international hiring. Ours is a dynamic sector, and one in which our clients lean towards a diverse workforce, and recruit internationally, organizing by country cluster. It’s also a sector in which leaders are accustomed to relocating in order to pursue the most rewarding career opportunities. Supply And Demand If we take a glance at Europe, Belgium and Switzerland are thriving hubs for the pharmaceutical industry, and companies often look beyond their own borders to recruit the volume of well-experienced executives they need. In these two countries, it is common to recruit internationally, so you will find strong expat communities in the Headquarters of International Groups there. In France and in Germany, we are seeing an increase in interest for international profiles to fill Pharmaceutical roles. This brings in fresh perspectives, especially in executive roles. A Renewed Sense Of Purpose Like every other sector, HLS has experienced a major recalibration due to the COVID-19 pandemic. Health and Life Science companies have had to adapt to an ever-changing reality. They’re finding themselves at the heart of prevention and treatment and under the world’s microscope as we work towards a COVID-free future. With this comes an enormous sense of purpose and a pressure to constantly evolve and adapt. While pharma professionals are accustomed to working and recruiting digitally, there are still major changes to navigate. Recruitment has become a much longer process. It’s not uncommon in our industry for leadership candidates to have 7 or 8 interviews, and in the final stages, regardless of location, a face-to face meeting traditionally sealed the deal. Now, candidates and companies are having to find ways to express themselves digitally rather than make that all important final handshake. “You're Not Alone” In a time of great uncertainty, pharma has a vital role to play in putting minds at rest. This starts within a company. Leaders are being challenged – like never before – to communicate supportively and sincerely with their teams. It is also a crucial time to reassure clients. Hospitals and healthcare providers are stretched beyond belief and it’s up to business leaders to show clients that despite the imposed distance, they are not alone. Creating proximity transcends masks and screens, and create a sense of community. We must never forget our closeness, while we fight the virus that has brought with it a reality few of us could have imagined. Executive Trends in Healtcare & Life Sciences Download the Full Report I hope you’ve enjoyed reading this article. If you’d like to talk about hiring trends in HLS, don’t hesitate to drop me a line. Pierre-Yves Grangier Senior Partner, France PierreYvesGrangier@pageexecutive.com Tue, 22 Dec 2020 08:33:17 +0000 Page Executive 5326 https://www.pageexecutive.com/advice/topics/executive-trends/remote-working-and-automation-future-manufacturing-and-recruitment tbody { border: none; } table { margin: 0 auto; border: none; } a.bttn { text-align: center; background-color:#F37A54; transition: background-color 0.5s; color: #FFFFFF; font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; padding: 15px 25px; text-decoration: none; border: 0; appearance: none; -moz-appearance: none; -webkit-appearance: none; border-top-left-radius: 4px; border-top-right-radius: 4px; border-bottom-right-radius: 4px; border-bottom-left-radius: 4px; -webkit-border-top-left-radius: 4px; -webkit-border-top-right-radius: 4px; -webkit-border-bottom-right-radius: 4px; -webkit-border-bottom-left-radius: 4px; -moz-border-radius-topleft: 4px; -moz-border-radius-topright: 4px; -moz-border-radius-bottomright: 4px; -moz-border-radius-bottomleft: 4px; margin-top: 20px; display: inline-block; } a.bttn:hover { background-color: #DC6642; } p,div,td { font-weight: 300; font-size: 14px; color: #3B454C; text-align: left; line-height: 21px; font-family: 'Roboto',"Microsoft YaHei",Arial,sans-serif; font-weight: 400; } td.bttn { width: 100%; text-align: center; padding: 20px 0 40px; } p.quote { font-style: italic; padding:20px; } p.quote::before { content: '“'; display: block; font-style: initial; font-size: 80px; font-weight: bold; font-family: Arial, Helvetica, sans-serif; color: #C1B38A; } td.quote, td.consult1 { width: 33.3%; } td.consult2 { width: 50%; } td.quote:nth-child(2) { border-left:2pt dotted #666666; border-right:2pt dotted #666666; } td.consult1, td.consult2 { text-align: center; } img.consultPhoto { border-radius: 50%; margin: 0; width: 140px; height: auto; } p.consultName { font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; margin: 10px; text-align: center; color: #35444D; border-top: 1px dotted; padding: 10px 0; } p.consultName strong { font-size: 20px; /*display: inline-block;*/ margin-bottom: -10px; padding-bottom: 0; } td.third { width: calc(100%/3); } td.half { width: calc(100%/2); } td.icon { width: calc(100%/6); text-align: center; vertical-align: top; } td.icon img { width: 60%; height: auto; } p.iconName { text-align: center; border-top:1px dotted #F37A54; margin: 10px; padding-top: 10px; font-size: 14px; line-height: 18px; font-weight: bold; } @media all and (min-width: 1180px) { table {width: 635px;} p,div,td {font-size: 16px; line-height: 23px;} } @media all and (min-width: 768px) and (max-width: 1179px) { table {width: 440px;} } @media all and (max-width: 1179px) { td.quote, td.consult1, td.consult2 { display: block; width: 100% !important; padding-bottom:40px; } td.quote:nth-child(2) { border-left:none; border-right:none; border-top:2pt dotted #666666; border-bottom:2pt dotted #666666; } p.quote::before { display: inline; position: relative; top:34px; } } @media all and (max-width: 767px) { table {width: 100%;} img.consultPhoto {width: 50%;} } @media all and (max-width: 400px) { td.icon { display: block; width: 100% !important; padding-bottom:20px; } td.icon img { width: 30%; height: auto; } }  The Future for Manufacturing Lies in Remote Working and AutomationOur 2020 executive trend, Mobile Leadership is Going Local, highlighted that the number of expat and globally-mobile employees was set to surpass one million by 2021, according to a Finaccord study. In such a fast-changing market, and as business complexity, speed, and global coverage grows, so too does the need for leaders with the right skills and capabilities to drive business performance.In some business functions, however, the ability to work remotely is limited and this is especially true for those in manufacturing. In light of the Covid-19 global crisis, there has been a significant shift in attitude towards the idea of mobile or remote leadership.In most cases across the UK, if remote working has been possible, people have been quick to adopt it. But how is this likely to evolve in the future, and could it see the rise of mobile leadership in manufacturing?Remote Working and Global Leaders: Key Skills for ExecutivesIn the UK, demand for executive talent, both local and global has shown a decline. While a more virtual way of working can support leaders who are operating globally, the focus for businesses hiring has been on finding the right person for the job, regardless of their location.But what does ‘right’ look like? Business leaders are pondering how to maintain operational readiness, in the event of a future lockdown. Industry 4.0 is upon us and some businesses are embracing new technological investment; in particular, the digitisation of manufacturing processes. Harnessing the effectiveness of this technology will be key, alongside strong leadership.Whilst there are and will continue to be exceptions, industrials have tended to favour executives with STEM skills (science, technology, engineering, and mathematics). The demand for these skills is likely to remain strong and has been consistent for those individuals with high-functioning learning styles, who are able to adapt quickly to changing events in an unpredictable world.Businesses need to consider how they evolve their operations leadership and harness connected technologies to remain competitive. Similarly, executives need intellectual acuity and to be able to embrace new technology and handle whatever curveball new technology throws at them.A True Partner in Recruitment: Increased Diligence and AssessmentsWhen hiring in the current climate, providing a comprehensive brief to your search partner is imperative. As face-to-face contact is limited, paying careful attention to candidate ‘due diligence’ is key.Practicing diligence through increased testing and assessments, regular conversations with candidates, focusing on background and experience, whilst supporting individuals through their notice period, and providing aftercare in onboarding, are now fundamentals to a successful executive search.Executive search firms need to provide holistic solutions – and businesses need to rely on these resources much more.Executive Trendsin Healtcare & Life SciencesDownload the Full ReportIf you would like to discuss this topic further, or find out more about current market trends, please do not hesitate to get in touch. Thu, 17 Dec 2020 15:39:26 +0000 Page Executive 5321 https://www.pageexecutive.com/advice/topics/executive-trends/welcome-world-wide-office-embracing-new-normal-healthcare-and-life tbody { border: none; } table { margin: 0 auto; border: none; } a.bttn { text-align: center; background-color:#F37A54; transition: background-color 0.5s; color: #FFFFFF; font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; padding: 15px 25px; text-decoration: none; border: 0; appearance: none; -moz-appearance: none; -webkit-appearance: none; border-top-left-radius: 4px; border-top-right-radius: 4px; border-bottom-right-radius: 4px; border-bottom-left-radius: 4px; -webkit-border-top-left-radius: 4px; -webkit-border-top-right-radius: 4px; -webkit-border-bottom-right-radius: 4px; -webkit-border-bottom-left-radius: 4px; -moz-border-radius-topleft: 4px; -moz-border-radius-topright: 4px; -moz-border-radius-bottomright: 4px; -moz-border-radius-bottomleft: 4px; margin-top: 20px; display: inline-block; } a.bttn:hover { background-color: #DC6642; } p,div,td { font-weight: 300; font-size: 14px; color: #3B454C; text-align: left; line-height: 21px; font-family: 'Roboto',"Microsoft YaHei",Arial,sans-serif; font-weight: 400; } td.bttn { width: 100%; text-align: center; padding: 20px 0 40px; } p.quote { font-style: italic; padding:20px; } p.quote::before { content: '“'; display: block; font-style: initial; font-size: 80px; font-weight: bold; font-family: Arial, Helvetica, sans-serif; color: #C1B38A; } td.quote, td.consult1 { width: 33.3%; } td.consult2 { width: 50%; } td.quote:nth-child(2) { border-left:2pt dotted #666666; border-right:2pt dotted #666666; } td.consult1, td.consult2 { text-align: center; } img.consultPhoto { border-radius: 50%; margin: 0; width: 140px; height: auto; } p.consultName { font-family: 'Roboto Condensed',"Microsoft YaHei",Arial,sans-serif; font-size: 16px; line-height: 20px; margin: 10px; text-align: center; color: #35444D; border-top: 1px dotted; padding: 10px 0; } p.consultName strong { font-size: 20px; /*display: inline-block;*/ margin-bottom: -10px; padding-bottom: 0; } td.third { width: calc(100%/3); } td.half { width: calc(100%/2); } td.icon { width: calc(100%/6); text-align: center; vertical-align: top; } td.icon img { width: 60%; height: auto; } p.iconName { text-align: center; border-top:1px dotted #F37A54; margin: 10px; padding-top: 10px; font-size: 14px; line-height: 18px; font-weight: bold; } @media all and (min-width: 1180px) { table {width: 635px;} p,div,td {font-size: 16px; line-height: 23px;} } @media all and (min-width: 768px) and (max-width: 1179px) { table {width: 440px;} } @media all and (max-width: 1179px) { td.quote, td.consult1, td.consult2 { display: block; width: 100% !important; padding-bottom:40px; } td.quote:nth-child(2) { border-left:none; border-right:none; border-top:2pt dotted #666666; border-bottom:2pt dotted #666666; } p.quote::before { display: inline; position: relative; top:34px; } } @media all and (max-width: 767px) { table {width: 100%;} img.consultPhoto {width: 50%;} } @media all and (max-width: 400px) { td.icon { display: block; width: 100% !important; padding-bottom:20px; } td.icon img { width: 30%; height: auto; } } It’s impossible to talk about this year without mentioning the “C” word. Each sector has faced collective and unique challenges. As I look through the lens of the Healthcare and Life Science sector for 2021 – I see an acceleration, rather than an alteration of all we envisaged. Location, location, location? The HLS sector has long embraced leaders and team members of multiple nationalities. Candidates – especially those from EMEA – have been able to choose where they work based on their career goals and lifestyle preferences. Let’s take Switzerland as an example. My country is home to major market leaders in the HLS sector; the local workforce, despite being highly qualified, is simply not sufficient in quantity to cover the needs of the all the multinationals within the Swiss borders. The upshot has been the growth of a sustainable international community, as expats from around the globe make Swiss cities their home. It’s a win-win situation for the industry and inhabitants, as the country – and the sector – become more dynamic and diverse. Confronting Covid-induced challenges With travel heavily restricted and quarantine in place in many European countries, the HLS sector is rapidly revising and revamping its recruitment and communication strategies. At a virtual HLS congress I recently attended, Human Resource managers addressed these challenges head on. A key takeaway was that whilst incoming new team members can always pick up systems, information and projects, a main factor for joining a new company is the culture and immediate team– in fact, these are key reasons candidates choose a company. So, how do we replicate this when we’re socially and professionally distanced? This may remain the biggest challenge in maintaining employee engagement for new and existing employees. Here in Switzerland, many employees are going back to the office, even if some HLS firms are keeping office work to a minimum and avoiding external visitors. Nothing is certain, and evaluation is ongoing. Meetings must be prescheduled, and spontaneous interactions have disappeared. The litmus in all this… is how companies have set themselves up to respond. Action vs. Reaction A silver lining to this surreal situation has been the proactivity of HLS companies in promoting employee wellbeing. People are clearly feeling stressed and at times non-aligned with their governments’ reactions. The workplace has become a place where people feel cared for, as savvy HLS firms place focus and priority on their people, rather than on their problems. In recruitment, there’s an element of courage involved on both sides: candidates are often digitally onboarded and meet their colleagues, weeks – or even months – later. Companies want to look candidates in the eye and processes have naturally been slowed down. This makes flexibility and the ability to find mutual workarounds, essential. “A” is for adaptation In the HLS sector, digital dexterity was a prerequisite long before the pandemic. Companies and professionals were already gravitating to working remotely. Ultimately, we are still tribal. We love to congregate in physical or digital realms. Companies that maintain their culture and spirit will thrive. Success now depends on our efficiency to maintain and measure employee engagement whether we’re 100%, 50%, or 10% in the office. Executive Trends in Healtcare & Life Sciences Download the Full Report If you’d like to chat about the future of remote work in the HLS sector, please feel free to contact me. I’d be delighted to share insights. Dr. Louise Duerr Partner, Switzerland LouiseDuerr@pageexecutive.com Tue, 15 Dec 2020 12:31:21 +0000 Page Executive 5311 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-standing-strong-face-adversity As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Jingle Pang, Deputy General Manager and Chief Information Officer of Ping An Technology, shares the greatest career risk she’s taken, what the ‘Adversity Quotient’ is and how it has helped her become a better, more confident leader.   Q: As a female leader, how do you set the tone of the team?   I start out with two key messages. First, I am together with you, and I am not your boss. I am your team member. It doesn’t matter if it is a failure or a success. We will share the credit and the dishonour. That way, we can build mutual trust and we can work together to overcome every problem and challenge that we face. Second, I let the team know that we are here to make a difference, and we need to have a collective vision to fight.   This is an abridged version of the full interview with Jingle Pang. For the full version of the interview, click here.     Thu, 12 Nov 2020 07:35:58 +0000 Page Executive 5291 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-leadership-humility-and-sense-humour As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.     In this story, we speak to Anita Menon, Chief Risk Officer at Prudential BSN Takaful Berhad and winner of ‘Upcoming Personality (Risk Management)’ at the Global Islamic Finance Awards, as well as the Top 50 Women in Islamic Business & Finance by Cambridge IFA in 2019. She shares how she navigated her way through several male-dominated industries, the importance of having a sense of humour in leaders, as well as how equality begins not at the workplace, but at home with the family.   Q: What leadership traits resonate with you the most?   The first thing that comes to mind is authenticity. Increasingly, I think leadership is really about being true to yourself and being authentic. I’ve had the  privilege of working with many such leaders in the course of my career, and they all have clear visions and strong sets of values. They are also people who are willing to mentor and lift others up. They also give credit where credit is due, and they are very professional. I also admire leaders who have the courage and the conviction to speak up, even if it is not a popular choice to do so. Lastly, I think a sense of humour is very important, too, because it creates bonds with the team.     This is an abridged version of the full interview with Anita Menon. For the full version of the interview, click here.   Thu, 22 Oct 2020 06:32:21 +0100 Page Executive 5251 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-fear-motivation-and-sense-empathy-workplace As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, we speak to Connie Chan, Chief Executive Officer of Nippecraft Limited, an SGX-listed company, who speaks of the woman she most admires, how little the opinion of others should matter, as well as how empathy at the workplace leads to better business decisions.    Q: What are the main challenges that the next generation of female leaders need to be cognizant of?   I think it is the pressure to conform. Many people are not used to having women in senior roles, and they have a lot of opinions on who you are, who you should be, how you should behave, if you are too aggressive, things like that. And these opinions could come from the family, colleagues or even well-meaning managers. So I think the main challenge is how to navigate that. The way I went through this myself was to listen, learn to adapt and do things your own way, because you may not have too many exact role models out there. So listen with an open mind, but understand people have biases of their own.   This is an abridged version of the full interview with Connie Chan. For the full version of the interview, click here. Wed, 07 Oct 2020 06:08:54 +0100 Page Executive 5231 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-creating-engaging-and-empowering-work-environment As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.     In this story, we speak to Leanne Taylor, Chief Operating Officer of Asia Pacific and Japan at Citrix, about the value of mentorship, the one advice that changed her professional outlook, as well as the place that she cannot wait to fly to for vacation once the COVID-19 pandemic is over.    Q: What’s the best advice you’ve ever received?   Early on in my career, I worked for a fantastic man from Zambia. He told me that if I couldn’t be replaced, then I couldn’t be promoted. So you want to find the best talent within the organisation and develop that talent, because you need to constantly be thinking about how to level up and find people who can replace you. You also have to make sure that this person is going to be comfortable in your role, even if you’re no longer in that organisation. That way you can move on to do other things, be it vertically or laterally.     This is an abridged version of the full interview with Leanne Taylor. For the full version of the interview, click here.   Thu, 24 Sep 2020 13:51:49 +0100 Page Executive 5191 https://www.pageexecutive.com/advice/topics/leadership/leading-women-leading-women-learning-lead-walking-talk As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, Sylvia Wong, Regional Finance Director at PageGroup, shares the most common assumption leaders make, the importance of empathy in these troubled times, as well as how her hometown shaped who she is as a leader today.   Q: Why is empathy so important to you as a leader?   Empathy is the ability to place ourselves in someone else’s shoes and understand how they feel about things. Considering the unprecedented times, many people are going through different types of challenges, so I think, as leaders, we cannot assume that we know what others are going through. We need to consciously remind ourselves to make time, listen to the team and find out how they are doing. I feel that leaders who take the time to understand the needs of their employees are the ones who can provide the support they actually need, to press ahead and deal with the challenges they’re facing. In the past, leaders, including myself, tend to make assumptions. That’s why I need to make a conscious effort to ask them how they are feeling and what they need from me.   This is an abridged version of the full interview with Sylvia Wong. For the full version of the interview, click here.   Wed, 23 Sep 2020 06:47:16 +0100 Page Executive 503696 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-conquering-moments-self-doubt As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.     In this story, we speak to Tan Bin Ru, Chief Executive Officer (SEA) of OneConnect Financial Technology, Co-Chairwoman of the Blockchain Association of Singapore, as well as the ‘Top 5 Women in FinTech’ and ‘Top 50 Asia FinTech Leaders’ at the recent Singapore FinTech Awards 2019. Here, she shares the greatest career risk she’s undertaken, what she learnt from an unexpected interview question, as well as the only thing that takes her mind away from work.  Q: What’s the greatest risk you’ve taken as a professional? Bin Ru: Switching careers to something that I’d totally never done before. In my early days, I’d never done sales before. I was a mathematics student, and I started in compliance and operational work. At one point, I was looking after three or four hundred staff in operations, and I decided to switch to sales instead. It was very difficult for me. Everybody told me that it was not a wise move because I was way too senior to move to sales, and I was moving to a smaller team on a lower corporate level. The whole world was basically telling me that it was a downgrade. But I did it for the skills that I wanted to learn, and I have never looked back.   This is an abridged version of the full interview with Tan Bin Ru. For the full version of the interview, click here.   Mon, 07 Sep 2020 09:01:01 +0100 Page Executive 5181 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-positivity-sacrifices-and-resilience-uncertain-world As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.   In this story, we speak to Farra Siregar, Managing Director of ASEAN at Corteva Agriscience, on the importance of self-care, leading in a time of uncertainty, as well as the biggest sacrifice she’s had to make thus far: precious time with her son.  Q: If you could give just one leadership lesson that you’ve learnt over the years, what’d it be?   One of the key things for me is that IQ alone will not cut it. I think really good leaders don’t actually believe that they have all the answers. It’s really about having the humility to know yourself and what you can and cannot do. Personally, being a leader is about finding the vision of what winning looks like, the steps needed to get there and who do I need on my team to make it happen.   This is an abridged version of the full interview with Farra Siregar. For the full version of the interview, click here.   Mon, 07 Sep 2020 08:57:25 +0100 Page Executive 5176 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-breaking-glass-ceilings-and-battle-against-gender-roles As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.     In this story, we speak to three leading women from Heineken Asia Pacific: Anna Campagna, Director Sales Transformation APAC; Maud Meijboom, Brand Director for Tiger Beer and Heineken; and Sarah Maddock, Marketing Transformation Director. The three powering ladies from Heineken share how gender roles have evolved over the years, how they have carved out spaces of their own in a ‘masculine’ industry, as well as how their childhood homes have shaped their attitudes towards leadership.  Q: What is one lesson learnt that’s unique to being a woman?   Anna: The one that sticks out for me is being proud of being the only woman in the room, and it happens all the time. It never bothered me in the past but, over time, I understood what it meant to be there, how to leverage the opportunity and minimise the constraints that come with it. It’s about getting a seat at the table, remaining there and enjoying every minute of the rollercoaster.     Maud: It’s something that my father told me. He used to say, “You have to do the best you can when you want something. And when you want something, you can do it”. He instilled that in me, that confidence, to go after something, and to speak up. I think that’s also a lesson that we, as women, can give to one another, that it’s OK to speak up for what you want and go for what makes you happy.     Sarah: For me, it’s a lesson that I wished I had learnt earlier in life. I feel that women, and that includes myself, feel a need to prove themselves, probably more than their male counterparts, and it’s something that I’ve recognised. It’s commonplace, and once you recognise that within yourself, it becomes incredibly liberating. You get so much more out of every interaction because you’re listening better and actually thinking about other people’s perspectives. This is an abridged version of the full interview with the leading women from Heineken Asia Pacific. For the full version of the interview, click here.   Wed, 12 Aug 2020 05:43:15 +0100 Page Executive 5156 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-combating-biases-and-leading-empathy-workplace As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, we speak to Davina Yeo, Chief of Staff at Microsoft Asia Pacific, who shares her thoughts on being a female leader in a male-dominated workplace, her double role as a Chief of Staff and a mother, as well as how she managed to relocate to a foreign country with three children in tow — alone.  Q: As a female executive, what were some of the biggest challenges and lessons learnt thus far?  I was working in Indonesia for a time, and it was my first leadership position in a very much male-dominated team. From that experience, I learnt to be unafraid to speak up and to represent. Even though I was in a privileged position then, there were many other women whom I needed to speak out for. So to me, that was the most important thing: to make sure their voices were heard. Not everyone has the platform, so we must help others.  This is an abridged version of the full interview with Davina Yeo. For the full version of the interview, click here.  Mon, 27 Jul 2020 08:06:29 +0100 Page Executive 5141 https://www.pageexecutive.com/advice/region/asia-pacific/leading-women-maintaining-grace-and-femininity-male-dominated-world The results are in: companies with the highest percentage of women executives and board members tend to enjoy higher returns on assets and equity — 74% to be exact. And while the number of female CEOs among major US corporations remain at just 5%, the representation of women in C-suite roles have increased from 17% to 21% since 2015. A similar phenomenon can be seen in Asia Pacific as well, where the number of women in management positions has climbed to 19% — second only to the US and ahead of Europe.  As part of our Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia. In this story, we speak to Irene Buhrfeindt, Vice President of Tronox, a US-based producer of titanium dioxide and inorganic chemicals. From being the only woman working on a lumberyard to mentoring others in work and life, this is Irene’s journey as a leading woman.  Q: Throughout your career, who were your biggest inspirations?  There are two sides to the coin when I think about inspirational figures: those that inspire me and those that do not. People who inspire me are the ones who are authentic. They are genuine in who they are, who they want to be and they help you along the process. On the other hand, it’s disappointing to see people who behave in certain ways or adopt certain tendencies just to ‘fit in’ and ‘act like a man’, just because they feel that that is how they break into a man’s world.  This is an abridged version of the full interview with Irene Buhrfeindt. For the full version of the interview, click here.  Tue, 14 Jul 2020 07:10:27 +0100 Page Executive 5126 https://www.pageexecutive.com/advice/topics/executive-talent/searching-your-next-executive-team-member 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. 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.  --- Questions? Stephan Surber Senior Partner T: T +41 44 224 2235 E: Stephansurber@pageexecutive.com Mon, 22 Jun 2020 12:41:46 +0100 Page Executive 5076 https://www.pageexecutive.com/advice/topics/executive-talent/derailing-factors-behind-personality-traits 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. --- Questions? Stephan Surber Senior Partner T: T +41 44 224 2235 E: Stephansurber@pageexecutive.com Tue, 16 Jun 2020 13:38:51 +0100 Page Executive 5086 https://www.pageexecutive.com/advice/topics/executive-talent/leadership-times-crisis-what-abilities-make-difference 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. --- Questions? Nathália Molteni Associate Partner T: T +56 (2) 2585-3230 E: NathaliaMolteni@pageexecutive.com Tue, 09 Jun 2020 10:00:08 +0100 Page Executive 5101 https://www.pageexecutive.com/advice/topics/executive-trends/it-possible-mitigate-impact-external-events I was about to give some observations on one of our 8 Executive Trends for 2020, talking about areas of change as regards to corporate leadership, when I realised the Coronavirus would impact how all elements of leadership functions.As always, external events are a touch paper that can light change, and they accelerate the importance of proper and correct planning so that companies and individuals can cope with a changed world – and recover.The changes we identified in this year’s trends highlight the importance of understanding planning and leadership:Change & TransformationTechnologyDistance LeadershipAdaptationCollaborationInclusivenessAs you can see, the topics and themes for this year’s trends almost perfectly reflect the needs and wants the world has been looking for since the start of the crisis. This terrible event has already put incredible strain on people, businesses and governments alike.On people to preserve physical, emotional and mental health. On governments on how to keep the economy functioning and the people safe. And, on business to preserve as many jobs as possible, and more, to look at their people and see how they can keep performance front of mind.Flexibility and remote workSo how can companies and organisations make themselves more adaptable to unprecedented change? By reflecting on how they are managing the current situation and how they could have approached it differently. Remote work and flexibility, for example, have been on the agenda for years, and after this event will both make incredible leaps forward.Leaders and companies that have organised efficiently through established KPIs and objectives, who use collaborative tools constructively, and who have maintained a caring culture will protect employees well during times like these. And because these types of companies care about their employees they will ‘thrive’, because in the end, it is up to the employee themselves to ensure flexibility and remote work succeed.While the company can provide the framework for engagement and the drive for it, the employee needs to be a self-starter with a mid- long-term view. Planning and proactive thinking – instead of a reactive attitude – becomes important to reaching objectives.Building remote relationshipsWhen the wider economy opens, companies will put even more focus on the collective impact of behaviours, both digital and non-digital. Digitalisation will become even more paramount. On this topic, Page Executive have prepared an eBook Remote Recruitment: Search, Selection and Success to help you implement a fully digital recruitment process, including information on onboarding a remote hire.Why mention this eBook, and specifically talk about onboarding and remote processes? Because all buyers (consumer and corporate) will need to prioritize purchases with more detailed attention to budgets, focusing more on the real-world value the service, product or person can bring.My prediction is that buyers will only purchase things that have more meaning (and implied quality) for their specific needs.This means that all companies need to reposition their brands to reflect real and truly applicable values, forgetting opportunistic approaches and low value transactional exchanges.In short, we all need to provide real value for money to our clients, even more so than the past. What does competence mean today?Everyone will put more attention on information and competence.Many people will read more and try to gain valuable skills during this period. Many will continue to work in unexpected circumstances, in difficult situations. Competence, therefore, will become something we are judged on – how did we manage the current situation, how did we prepare for the next ‘phase’, how did we view and approach our competitors?In a world with (possibly) fewer players, that is more complex, that is faster changing, competence is key.It is fundamental to understand how the regulatory and demand environment will shift in each industry, so that we can better prepare to prevent the impact of risk – with resilience front of mind.Finally, what matters the most beyond an effective business model and an authentic value-added proposition is the personal aspect – so focus on your personal relationships!If you have any questions about any topic I cover in this article, please do not hesitate to get in touch for a chat with me.---Max RedolfiSenior PartnerT:  +39 02-806800512E:maximilian.redolfi@pageexecutive.com Wed, 29 Apr 2020 17:22:41 +0100 Page Executive 5051 https://www.pageexecutive.com/advice/topics/executive-events/future-banking-place-grow In March 2019, Page Executive organized a 2nd debate in Warsaw for Banking Shared Service Center Heads and HR leaders to discuss topics regarding this dynamically growing industry. The event was led by Mariusz Grendowicz, one of the most prominent bankers in Poland and hosted by Iwona Dudzińska, Citi Managing Director, at their premises. Agnieszka Kulikowska, Partner in Page Executive, facilitated the discussion.Shared Services SectorShared Services Centers (SSCs) are a growing area for the Polish employment market, offering unique opportunities for career development. The sector currently employs 330,000 people, with some 25,000 international employees. In terms of career levels, the sector serves profiles ranging from recent graduates to experts in their fields. GSCs truly are melting pots of ideas, talent and possibilities for businesses and employees alike.A Place to GrowSSCs offer unique opportunities for employees to develop their technical business skills and their soft skills. Taking an overview of the Polish market today, talented candidates are highly likely to find a position that will help them work toward their career goals. Many companies have based regional and global functions in Poland, so employees (and potential candidates) can grow into managerial or expert positions in IT, Finance, Security Services, Insurance, HR, Engineering and Business Development.Companies that support your professional growthPiotr Tatar, Head of International Operations Centre, BNP Paribas, explains how his company supports talent growth. “As international companies, we enable our employees to work, learn and share best practices with experts from across the globe,” Piotr Tatar explains. “We support development centers, internal mobility, as well as various international opportunities.“As a sector, we stay ahead of the game to support career development and in gaining new expertise. As the sector continues to grow, it is inevitable that the opportunities will continue to grow for talent as well. It is clear that the future of the SSC sector lies with the talent that will rise up to meet the challenge,” Piotr Tatar concludes.---Agnieszka KulikowskaPage Executive PartnerT: +48 22 319 3017E: AgnieszkaKulikowska@pageexecutive.comAgnieszka currently leads the Financial Services, Shared Services and Human Resources practices in Poland. She has successfully conducted over 110 executive search assignments on Regional (CEE, EMEA), local Board and Director levels among a total of over 260 recruitment projects since joining PageGroup in 2007. Wed, 05 Jun 2019 09:41:53 +0100 Page Executive 4916 https://www.pageexecutive.com/advice/topics/senior-leader-interview-preparation-checklist As a senior leader, you will be all too familiar with the importance of being prepared thoroughly for an interview. However, the higher expectations will require you to display a higher level of competence and experience. Therefore, before your next interview, be sure to conduct the essential research that you will need to help you run through the key planning points.  As a senior leader, you will be all too familiar with the importance of being prepared thoroughly for an interview. However, the higher expectations will require you to display a higher level of competence and experience. Therefore, before your next interview, be sure to conduct the essential research that you will need to help you run through the key planning points.  To help you prepare, we have compiled a useful checklist that identifies those key areas of research that form part of our top interview tips. Research The research you do before an interview will form the foundation of your meeting. It will increase your market knowledge and put you in good stead, so be sure to cover all these key areas. Company news and annual reports Acquire a copy of the company's current and past annual reports, and familiarise yourself with the results. Use a search engine to gather news on the company to find out current and past news stories. There may be something that you can reference in your interview. Market position Determine their current proposition by visiting sites, browsing their online marketing material, and carrying out a SWOT analysis. Assess what the company's major challenges are and what their true ‘value add’ is over their competition. Be prepared to discuss the company's competitive environment and where possible, get copies of their competitors’ materials as well to compare. Products and services Read about and if you are able to, experience as many of the company's products and/or services as possible. Going that extra mile will be beneficial. Company culture and people  If the executive role that you are interviewing for is not confidential, then contact anyone that may have an insider's view of the company to learn more about the company's personality and culture. Research the social profile of the individual or individuals you are meeting via LinkedIn, Google, Twitter etc. you may find a common ground or a relevant shared experience.  Plan for your interview Now, using all the information you have gathered, take the time to plan the finer details, as well as responses to important questions. Prepare examples Show how your background has prepared you for the role and use real examples to highlight your strengths. Tie these anecdotal stories to what is on your CV and how they apply to the job responsibility. Be confident  At senior level, you will be expected to discuss your management and personal style, so anticipate the questions you are likely to be asked. List why you are right for the role with supportive examples. Re-read the job description/candidate pack and have questions prepared, to ask the interviewer.  Rest Get a good night’s sleep, you want to be fresh and alert at your interview for your key discussion points. Nicola Wensley, Partner Fashion- Executive Appointments Page Executive M: +447584386126 E: nicolawensley@pageexecutive.com Thu, 02 May 2019 14:44:02 +0100 Page Executive 4871 https://www.pageexecutive.com/advice/topics/executive-talent/2019-c-level-compensation-study-brazil 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. Wed, 17 Apr 2019 09:56:48 +0100 Page Executive 4861 https://www.pageexecutive.com/advice/topics/leadership/leadership-challenges-and-role-entrepreneurship Leaders in organisations everywhere are experiencing a continual evolution of norms in the way we view and react to political, economic, social, technological, legal and environmental factors. Even our personal lives are subject to changes impressed upon us by this changing landscape; a workforce with shifting priorities and working styles is forcing leaders to adapt and work in new ways.  It's no secret that the ability to spot and nurture leadership is key to business success. But, as technology continues to revolutionise the way we live, work and lead are companies, and crucially leaders, fully equipped for what lies ahead? Recently Page Executive were delighted to host Reena Dayal, executive life coach based out of India and UK to discuss entrepreneurism, the challenges facing modern business leaders and the future of leadership and launch her e-book The Brilliance Quotient,. After the event Reena spent time with Sally Wilson, Business Manager, Strategy, Transformation and Change practice at Page Executive, to discuss the issues raised and how business leaders can equip themselves to tackle this changing landscape. The key challenges facing business leaders in 2017 The modern workforce is changing the way that business is done. A diverse mix of ages, backgrounds, drivers and priorities that historically were not present have fundamentally altered the corporate climate. This change is mirrored in a new wave of business models, best practices, customer behaviours and technologies. The climate is fundamentally changing at a rapid pace and leadership is having to adapt to keep up. As explored in Page Executive’s recent report on the Future of Leadership, management techniques and leadership styles that have worked well in the past are no longer wholly effective. Furthermore, those that have progressed through their careers under these traditional leadership models may be finding that a lot of what they have learned along the way is now outdated. However this should not be looked upon as a barrier, but rather an opportunity to learn, grow and do things differently. Reena Dayal: ‘This should be looked upon as an exciting time for senior leaders, high performing key talent and new age entrepreneurs who want to stretch themselves and instil meaningful change in their organisations. Those with the ambition to do so can re-write the rules that will define the future of their teams, their organisations and their industries.’ The skills, competencies and experience do you envisage being important as the landscape changes? RD: Let’s look around and we will find many suggestions on what could be on the list, but the fact is that we all lead busy lives with huge pressures and seemingly lesser time as each day goes by. A long list of to-do’s is not very helpful. Therefore my suggestion is to try focusing on a few key levers, mastering them through practice and making them a habit.  What are these levers? Here are some of my suggestions - The ability to think clearly and reframe in the moment so as to reveal powerful choices; to maintain a strong personal energetic presence inside-out; to master the art of playing to their natural strengths and that of their teams; to imbibe the skills of an experienced coach and above all be successful in embedding a culture that nurtures transformation and celebrates diversity. In addition, I must make a vital point. With the changing landscape, I believe the leadership game just got bigger, deeper and wider. My submission is that a truly ‘great’ leader is someone who has moved into the realm of becoming a visionary in every aspect of their lives - not just at the workplace. They are the ones who are able to widen their impact beyond the workplace, who are operating as powerful visionaries, systematically connecting the dots, seeing the bigger picture and developing a unique perspective born out of intuition and wisdom. With technology bringing a rapid and unprecedented rate of disruption, honing the ability to take risks, adapt to change and foresee implications for customers and employees alike will be critical to becoming a successful leader. Furthermore, the ability to encourage an entrepreneurial culture, and empower others to make decisions that improve the everyday (and more importantly, beyond), will become a must-have when transitioning from manager to leader. The place of entrepreneurship in the current corporate climate?  Amongst many corporations we are beginning to see a growing culture of intra-preneurialism flourish. Corporations will support their employees in entrepreneurial activities, providing them with the time, space and independence required to develop creative endeavours. We will begin to see an increasing number of ‘Entrepreneur in Residence' job titles or initiatives, where time is set aside for people to pursue their own projects. RD: I absolutely believe that organisations should be looking to attract, retain and nurture entrepreneurial individuals. Entrepreneurship is the one of the cornerstones of business evolution and one of the biggest drivers of success everywhere from the start-up and SME to the large corporates. It is not enough to simply hire individuals with new ways of thinking about our business and industry, we must ensure that we have the in-house bandwidth to harness their talent and the trust in them to action change. The number of freelancers, start-ups and market disruptors is ever increasing and corporations can derive a great deal of value from the forward thinking approach so common among these individuals and businesses. Leadership styles must adapt and evolve to manage a more creative and independent workforce. This will have structural and operational implications, as leaders grapple with a growth in the number of employees seeking leadership in the non-traditional sense. Supporting a culture of entrepreneurial spirit and creativity will require flexibility and aspirational guidance over structural leadership. When it comes to tackling key business challenges, recruiting the right senior talent to provide strategy and leadership is absolutely essentially. To discuss how Page Executive can do this for your business please get in touch with Sally Wilson.  Sally Wilson Tel: 0207 269 2599 Email: sallywilson@pageexecutive.com Wed, 31 May 2017 13:55:34 +0100 Page Executive 4511 https://www.pageexecutive.com/advice/topics/executive-trends/leading-across-cultures-learn-adapt-your-style To succeed in international business, leaders need the flexibility to adapt their management style to the cultural context. The degree of respect we show to authority is deeply rooted in the culture in which we are raised. As Erin Meyer, Affiliate Professor at INSEAD business school and expert in the area of organisational behaviour explains, later in business, this impacts how we view the ideal relationship with our boss or subordinates. How do cultural differences manifest themselves in the workplace? When you visit the headquarters of Heineken, the Dutch brewing company, in Amsterdam, you will find a lot of tall, blond Dutch people and a lot of... Mexicans. In 2010, Heineken purchased a substantial operation in Monterrey, Mexico, and now a large number of head office employees come from northern Mexico. Among them is Carlos Gomez, who describes his experience a year on from moving to Amsterdam: “It is absolutely incredible to manage Dutch people and nothing like my experience of leading Mexican teams, because, in my experience, the Dutch do not care at all who the boss in the room is.” For someone such as Carlos, who has learned to lead in a culture where deference to authority is relatively high, it is both confusing and challenging to lead a team where the boss is seen as just one of the guys. In this case, the challenge was particularly strong, as the Netherlands has one of the most egalitarian cultures in the world. He explains: “I will schedule a meeting in order to roll out a new process, and during the meeting my team starts challenging the process, taking the meeting in various unexpected directions, ignoring my process altogether, and paying no attention to the fact that they work for me. Sometimes I watch them, astounded. But often I just feel like getting down on my knees and pleading with them, “Dear colleagues, in case you have forgotten, I.....am...... the boss.” ‘Power distance’ Geert Hofstede, one of the first researchers to look at the idea of what good leadership looks like in different countries, coined the term ‘power distance’, which he defined as: ‘The extent to which the less powerful members of organisations accept and expect that power is distributed unequally’. Subsequent research into this topic brings to the fore questions such as: How much respect or deference is shown to an authority figure? To communicate a message to someone two levels above or below you, should you go through the hierarchical chain? When you are the boss, what gives you your aura of authority? Who has the answers? The answers to these questions vary dramatically depending on the country. Professor André Laurent of INSEAD polled hundreds of managers, asking: “Is it important for a manager to have at hand answers for most of the questions subordinates may raise about their work?” While 45% percent of the Japanese sample claimed it was important for the boss to have most of the answers, only 7% of Swedes thought the same way. One Swedish manager commented, “Even if I know the answer, I probably won’t give it to my staff... because I want them to figure it out for themselves!” Conversely, one Japanese respondent said, “I would try not to ask my boss a question unless I was pretty sure he knew the answer.” What happens when different cultures converge? Most East Asian countries are high-power-distance cultures. One of the many reasons for this is the strong impact of the Confucianism belief system, whereby mankind would be in harmony with the universe if everyone understood their role in society and behaved accordingly. Confucius devised a system of interdependent relationships, in which the lower levels are obedient to the higher, while those who are higher in the hierarchy protect and mentor the lower. In order to understand many East Asian hierarchies, it is important to think not just about the lower level person’s responsibility to follow, but also about the responsibility of the higher person – whether father, boss or elder – to protect and care for those lower down – whether children, staff or youth. And although Confucius has been dead for centuries anyone leading a team in China can benefit from understanding these principles. An Australian who lived in China for many years reflects: “In China, the boss is always right, and even when the boss is very wrong, he is still right.” Gradually, he had learned to understand and respect this system of reciprocal obligations: “Your team may follow your instructions to the letter, but in return, you must understand your role to coach and take care of them.” In a hierarchical culture, protect your subordinates, mentor them, look out for their interests, and you may reap many rewards. The same Australian notes: “There is great beauty in giving a clear instruction and watching your competent and enthusiastic team willingly attack the project without challenging you every step of the way.” What are the main traits of a successful leader? In today’s global business environment it is not enough to be either a low-power-distance leader or a high- -power-distance leader. Managers may find themselves leading a team with both Dutch and Chinese employees (as well as Italians, Swedes and Mexicans). Managers must develop the flexibility to manage up and down the cultural scale. Often this means going back to square one. It means watching what makes local leaders successful. It means explaining your own style frequently. It may even mean learning to laugh at yourself. But ultimately it means learning to lead in different ways in order to motivate and mobilise groups who follow in different ways from the folks back home. That’s exactly what cultural intelligence means. What practical steps can managers take to avoid the pitfalls when leading a global team? Erin Meyer explains that you might sit down for a morning of annual performance reviews and as you Skype with your employees in different cultures, your words are magnified or minimised significantly, based on your listener’s cultural context. So, be aware and work to understand how your own way of giving feedback is viewed in other cultures. Then you can experiment a little to adjust your words, to suit the context. As you better understand these cultural tendencies, you can make a concerted effort to soften the message when working with cultures less direct than your own. Meyer references Marcus Klopfer, a German client, who uses specific vocabulary to soften the message when working with such cultures: “I start by sprinkling a few light positive comments and words of appreciation. Then ease into the feedback with a few small suggestions. And add words like “minor” or “possibly.” Then wrap up by stating that this is just my opinion, for what it’s worth, and that they can take it or leave it.” Such an approach is a quick and effective way to help with cultural understanding and achieve the desired results. Key takeaways The degree of respect shown to authority in the work-place reflects the prevailing culture East Asian hierarchies are reciprocal: with power comes responsibility In today’s global business environment, leaders must be prepared to adapt their management style With multicultural teams becoming the norm, a mix of management styles may be required Mon, 21 Mar 2016 14:48:24 +0000 Page Executive 4091 https://www.pageexecutive.com/webinar/talent-trends-2025 Wed, 16 Apr 2025 10:16:13 +0100 1462156 https://www.pageexecutive.com/webinar/employment-rights-bill-actions-to-take Wed, 22 Jan 2025 10:54:04 +0000 1398571 https://www.pageexecutive.com/webinar/employment-law-changes-what-expect-prepare Wed, 14 Aug 2024 16:05:28 +0100 1282476 https://www.pageexecutive.com/webinar/psychology-of-success-leadership-tactics-that-deliver Fri, 12 Apr 2024 14:38:27 +0100 1186951 https://www.pageexecutive.com/webinar/ai-in-hr Wed, 24 Jan 2024 16:13:13 +0000 1112401 https://www.pageexecutive.com/webinar/propelling-gender-inclusivity-within-in-house-law Mon, 27 Nov 2023 16:46:53 +0000 1066196 https://www.pageexecutive.com/webinar/leveraging-your-evp-to-attract-and-retain-top-talent Wed, 15 Nov 2023 16:29:00 +0000 1055661 https://www.pageexecutive.com/exclusive-ebook-women-boards-uk Wed, 15 Nov 2023 14:15:50 +0000 1055436 https://www.pageexecutive.com/exclusive-ebook-women-boards-sea Thu, 03 Aug 2023 21:14:49 +0100 954451 https://www.pageexecutive.com/webinar/standard-on-menstruation-and-menstrual-health Mon, 19 Jun 2023 12:43:58 +0100 915181 https://www.pageexecutive.com/webinar/invisible-revolution-in-the-workplace-what-employers-need-to-know Mon, 05 Jun 2023 16:47:37 +0100 902606 https://www.pageexecutive.com/sustainability-function-business-ebook Fri, 02 Jun 2023 16:06:06 +0100 900511 https://www.pageexecutive.com/exclusive-ebook-women-boards-europe Fri, 02 Jun 2023 10:38:25 +0100 900206 https://www.pageexecutive.com/ebook/salaries-guide-executive-roles Wed, 05 Apr 2023 15:14:47 +0100 845941 https://www.pageexecutive.com/webinar/understanding-neurodiversity-support-strategies-workplace Mon, 27 Mar 2023 15:06:26 +0100 838226 https://www.pageexecutive.com/women-leadership Thu, 14 Apr 2022 17:35:24 +0100 600076 https://www.pageexecutive.com/webinar/overcoming-resistance-and-switching-mindsets Wed, 30 Jun 2021 12:27:05 +0100 35906 https://www.pageexecutive.com/webinar/courageous-leadership-thriving-in-change Thu, 22 Apr 2021 10:51:03 +0100 33846 https://www.pageexecutive.com/healthcare-life-sciences-trends-talent-mobility-hls21 Thu, 22 Apr 2021 08:38:02 +0100 33841 https://www.pageexecutive.com/webinar/private-equity-challenges-and-opportunities Tue, 20 Oct 2020 17:15:14 +0100 1956