Case Studies in Articles

​For many organisations, times of uncertainty can provide significant opportunities. This is the moment to redefine culture, drive improved performance, and enhance customer experience. Rather than try and wait until the problems go away, now is the time to build and implement a new playbook that adapts to and leverages the new circumstances. How leaders navigate uncertainty directly links to business performance and to the experience of stakeholders.

Here are three steps to consider if you are addressing market challenges and organisational flux:

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Step 1: Focus on your personal growth and the growth of those around you

During his time as CEO and Chairman of Microsoft, Satya Nadella drove transformation and success by shifting the business and its leadership from having a “know it all” to “learn it all” mindset. The temptation in times of economic challenge can be to hunker down and stick to what you’ve always done. The opportunity, however, is to analyse ingrained processes for customer relevance and to engage team members, and where possible, customers in a community of innovation.

Change in periods of uncertainty — where it is a purposeful solution to challenges being faced — meets lower resistance. Minds are more open, the need is better understood, and the contribution of team members reflects growth in their mindset.  

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Step 2: Develop change management as your core competency 

Executive recruiters used to measure a factor called “Openness to Change” to evaluate a candidate’s likely ability to be able to adapt. This still has some relevance, but today we need more from leaders. The ability to live with uncertainty and ambiguity remain important, but it requires a growth mindset to interpret, understand, create a vision, and respond accurately to the multi-layered challenges leaders are being asked to address. AI, global conflicts, changing economic order, and increased supply chain complexity converge to create the perfect storm. 

Moving from a fixed mindset to a growth mindset is not easy and can feel counter-intuitive. You demonstrate the latter of these when you:

• See mistakes as learning points and not catastrophes

• Recognise that when you work at a task or challenge you are already self-improving

• Can constructively criticise and receive constructive criticism

• Though objective and realistic, apply positive thought and language around your own actions and those of your team

• Persist in the face of a challenge but recognise when to pivot

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Step 3: Increase communication, share purpose, and build resilience

All change provides opportunity for your team to thrive. Help and encourage them to adjust to their new reality and to what meaningful contribution each can make. Continuously repeat your messages as each member of your team will have different communication needs and process information differently. Their contribution to maximising the opportunity that uncertainty presents is vital. Their blend of perspectives, ideas, and experiences can bring highly innovative process improvements, but they need to understand what meaning it serves, and that it is safe to share. 

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The real competitive advantage is in adapting to change

Other than various forms of automation and social development, the organisation structures and systems that we work in have been the same for 200 years. Perhaps more has changed in the last 20 years than the prior 100. However, from here the evolution has become a revolution where organisations are highly digitalised, employees are deep knowledge intensive, and workplaces are wherever a valued employee chooses to be. In fact, they may not even be an employee but a service provider for a fixed term or purpose. 

In an article entitled “Strengthen Your Change Muscle for Competitive Advantage,” by Gaurav Gupta, John Kotter, Vanessa Akhtar, and Nick Petschek, and appearing in MIT Sloan Management Review, the authors summarise change, how it can drive performance, and they comment that leaders in adaptive companies may seem like they are always two steps ahead, but their competency is not the ability to predict which way the wind will blow, but rather their ability to sense the prevailing winds and adapt quickly to ride with them. Uncertainty is opportunity.

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Get In Touch

To discuss how we can support your interim or permanent recruitment needs as you navigate this dynamic environment contact:

Arlene Moran – Managing Director - Contract & Interim | arlene.moran@hrmrecruit.com | +353 86 3656648

Ciarán McCaughey – Managing Director – Executive Search | ciaran.mccaughey@hrmrecruit.com | +353 83 1420673

Shane Browne – Managing Director – International Operations | shane.browne@hrmrecruit.com | +353 1 6321865

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Written by Oliver Coakley, founder and MD of Citris, in partnership with HRM

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​EU Member States have until 7 June 2026 to transpose the Pay Transparency Directive into their national laws. The main objective of the Directive is to strengthen the application of the principle of equal pay for equal work, or work of equal value, between men and women. The Directive aims to achieve this through much greater pay transparency and enforcement mechanisms.

The equal pay gap across the EU is estimated to be over 9% in favour of men. Given that equal pay for equal work has been a founding principle of the EU (as well as being a legal requirement), it is clear that the progress towards achieving this has been unacceptably slow. The EU is therefore acting in response.

The Directive will require much greater levels of pay transparency across four areas, as follows:

1. Pay Transparency for Job Seekers

2. Right to Information for Employees

3. Transparency of Pay Setting & Progression

4. Gender Pay Gap Reporting

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The principle of “equal pay for equal work or work of equal value” is central to the Directive

In essence, all organisations must make sure that their pay structures deliver on this requirement. The last part of this principle is really important – “or work of equal value”. Jobs across very different disciplines may still be deemed to be of “equal value” to an organisation. A good example is Enderby v Frenchay, where the European Court of Justice ruled that significant pay gaps between different, gender-dominated disciplines — like speech therapists and pharmacists — must be objectively justified, even if set by separate pay agreements.

We cannot stress enough the importance of having a solid job architecture in place where the value of roles has been assessed against objective, gender-neutral criteria such as skills, effort, responsibility and working conditions.

There are a number of requirements under the Directive which rely upon an assessment of which roles are of equal value across an organisation:

1. Right to Information: workers have the right to request information on the average pay levels (broken down by gender) for categories of workers performing the same work as them or work of equal value to theirs

2. Gender Pay Gap Reporting: the pay gap between workers by category of worker must be disclosed to employees and their representatives.

A solid job architecture is a key building block required to deliver on both of these transparency requirements.

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Unveiling transparency without appropriate preparation and analysis will expose organisations to significant risks

It is highly unlikely that any organisation intentionally uses gender as a basis for determining pay. However, we regularly come across organisations whose processes and programmes lend themselves to unconscious bias, and as a result, we believe that many organisations have unintended pay gaps.

Prior to unveiling transparency, organisations need to understand whether an equal pay gap exists in their organisation and take the necessary remedial action to address any gaps prior to full pay transparency. Not doing so exposes organisations to very substantial legal, financial and reputational risks as these pay gaps are very likely to be exposed either through individual right to information requests or through the gender pay gap reporting requirements.

In particular, if the pay gap exceeds 5% in any one category of worker, and this gap can’t be objectively justified, or isn’t remedied within 6 months of reporting, then the employer needs to conduct what is essentially an equal pay audit. This audit will need to be conducted by working closely with workers’ representatives. Most organisations will want to avoid triggering this requirement.

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Securing executive support isn’t easy, but is a very important first step

Preparing for the Directive will require resourcing – likely both external and internal. It represents a significant transformation and change management effort and it is important that the executive team understands and supports the proposed plan of action.

In our experience, many HR leaders are struggling with securing this support. At a time of mounting business costs and global market uncertainty, it can be difficult to engage an executive team on a topic which may be perceived as simply adding more cost and risk to the P&L.

The Directive will land differently across organisations — for some, it’s a brand opportunity; for others, a compliance obligation; and for many, a practical commercial issue to be addressed. Shaping the business case to match these perspectives is key to gaining leadership endorsement.

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Waiting for transposition into national law is unlikely to be the magic wand which answers the big questions

As of the date of writing this article, several EU countries have published draft legislation to transpose the Directive, including a heads of bill published by Ireland (a partial transposition). Whilst it is helpful to understand how the Directive is likely to be implemented, the national transpositions are unlikely to answer the big implementation questions that many organisations are struggling to decipher (e.g., how do we define “category of worker”).

We are fast approaching the implementation deadline for the Directive. There is not a lot of time to prepare, but with the right determination and plan, it is still possible. Almost 60% of organisations either haven’t started yet, or are in the process of building the internal business case or project plan.

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Our suggested first steps

During the recent series of client events hosted by HRM and Citris, we asked participants where they were at in preparing for the implementation of the Directive. Almost 60% of organisations either haven’t started yet, or are in the process of building the internal business case or project plan.

For organisations that have yet to take action, we would recommend the following approach:

1. Pull together a core team - not just HR, but also involve key functions such as legal and finance

2. Develop the plan – what is the organisation’s ambition, and how will it be achieved?

3. Secure executive support – consider what pitch is likely to get most traction and engagement from the executive team?

4. Start with job architecture and build from there, assessing what roles are of equal value – this is a fundamental building block (unless the organisation already has a well-constructed job architecture).

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The content of this article is for information only. It is not intended as professional advice. You should seek appropriate independent advice relevant to your organisation’s situation before acting on any of the information shared in this article.

Get in touch

To discuss how we can support your interim or permanent recruitment needs as you navigate this dynamic environment contact:

Arlene Moran – Managing Director - Contract & Interim | arlene.moran@hrmrecruit.com | +353 86 3656648

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Our colleagues at IIC Partners have released their latest insights on Industrial Leadership in Transition.

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The industrial sector is undergoing a significant transformation driven by digital innovation, sustainability targets, and new models of collaboration. At Hannover Messe 2025, over 5,000 exhibitors from around the world showcased the latest developments across AI, digital ecosystems, robotics, renewable energy, and smart manufacturing.

These developments are reshaping the leadership profiles organisations need at both the board and C-suite levels. The ability to navigate supply chain complexity, lead technology development, and drive sustainable growth is essential. Below, we explore four strategic trends across the Industrial sector and their implications for executive hiring.

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1. Smart manufacturing and digital ecosystems

• Technology leadership skills are an urgent priority: As companies adopt digital twins, predictive maintenance, and data ecosystems like Manufacturing X, executives with broad digital skills that span software, hardware, and AI are in high demand.

• Cybersecurity remains central: With increased reliance on connected systems, organisations must also secure data across global operations. Leadership roles in cybersecurity and data governance are increasing in prominence and compensation levels are rising in this competitive space.

“Ten years ago, Hannover Messe was about large-scale machinery. Today, it is focused on showcasing advanced technologies. The transition to digital ecosystems is changing what we expect from industrial leadership.” — Tim Zimmermann, Managing Partner, ingeniam.

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2. Sustainability and ESG

• Sustainability drives executive mandates: Hydrogen energy, electrification, and climate-neutral manufacturing are redefining core strategies. Boards are now prioritising ESG experience and deep commitment to sustainability when selecting leaders.

• Regulatory pressure is increasing: Leaders are expected to align operations with regulations while ensuring long-term profitability and resilience.

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3. Robotics and workforce adaptation

• Cobots address critical skill gaps: Collaborative robots (cobots) are being deployed to mitigate skilled labor shortages and challenging environmental conditions. AI-driven cobots are expanding production capabilities while improving safety and flexibility.

• Leadership must bridge human-machine collaboration: Industrial executives now require the ability to lead hybrid teams and integrate robotics into long-term workforce strategies.

“Cobots are already being deployed globally. In areas with difficult terrain and weather conditions, or where there’s a severe talent shortage, these advanced technologies offer real value.” — Tim Zimmermann, Managing Partner, ingeniam.

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4. Cross-border leadership and supply chain resilience

• Cross-border capabilities are essential: Geopolitical risk and supply chain complexity have elevated the need for leaders with collaborative leadership skills and international experience.

• Canada's partnership underscored collaboration: As the official partner country at Hannover Messe, Canada brought over 240 companies focused on clean technology, automation, and AI.

“Canada being chosen as the partner country for Hannover Messe 2025 offered incredible insights into that fast developing market. We look forward to collaborating with our IIC Partners office in Toronto (B.Riley Farber) to support clients with cross-border talent strategies and global leadership solutions.” — Tim Zimmermann, Managing Partner, ingeniam.

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Leadership requirements for the industrial sector

1. Technology and digital transformation skills

Ability to lead transformation across AI integration, advanced hardware and robotics, and smart manufacturing.

2. Cybersecurity and data stewardship

Experience in safeguarding connected systems and managing data governance in complex digital environments.

3. Sustainability expertise

Track record of embedding ESG priorities into strategy and operations while navigating evolving regulatory frameworks.

4. Cross-border experience

Ability to operate effectively across international markets, with strong supply chain experience and cross-cultural awareness.

5. Workforce leadership

Ability to lead hybrid teams, manage global talent strategy, and integrate automation and robotics effectively

6. Crisis and change management

Track record of navigating restructuring, M&A activity, volatility, or transformation with resilience and clarity.

7. Collaborative mindset

Skilled at building partnerships and participating in industry forums where trust and shared innovation are essential.

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Trends across the industrial sector are redefining the requirements of effective leadership

Technology development skills, sustainability expertise, and cross-border operations experience are no longer differentiators— they’re vital requirements.

These shifts are also transforming the role of executive search. Identifying leaders who can bridge emerging technologies, navigate regulatory complexity, and lead through uncertainty demands a strategic, forward-looking approach to talent—one that anticipates change and aligns leadership capabilities with long-term business transformation.

For executive search firms, the challenge is not just to find qualified candidates, but to deliver leaders ready to shape what’s next.

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IIC Partners is a top ten global executive search organisation, with HRM Search Partners as its exclusive Ireland partner. All IIC Partners member firms are independently owned and leaders in their local markets, offering tailored solutions for leadership and talent management needs.

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Our colleagues at IIC Partners have released their latest insights on Beyond Compliance: The Strategic Value of Board Assessment in Financial Services

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Amid rapid change in the financial services sector, organisations are increasingly embracing board assessment to boost effectiveness, clearly define roles, and respond to evolving challenges.

Forward-thinking CEOs and Chairs see it as a strategic lever—one that enhances long-term resilience while strengthening performance and safeguarding reputation.

We invited Romain Girard (Partner) and Jean-François Phan van Phi (Senior Advisor) from Progress Associés to share their insights, drawing on their extensive experience with board assessment.

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Why board assessment matters

Regulatory and governmental bodies increasingly expect boards to demonstrate effectiveness through formal, periodic evaluations. This requirement is heightened for finance and insurance organisations.

“In France, every listed company is strongly recommended to complete a formal assessment every three years, ideally with an external company.”—Romain Girard, Partner, Progress Associés

The benefits of a well-executed board assessment go far beyond compliance, and many organisations opt to complete the process annually. Here are some key goals of the engagement:

1. Strengthen board composition by identifying skill gaps, experience needs, and diversity opportunities.

2. Clarify governance roles and structures, improving alignment between the board, executive leadership, and committees.

3. Enhance strategic decision-making by improving boardroom dynamics and information flow, and ensuring all critical topics are addressed.

4. Complete individual assessments to evaluate capabilities and meet regulatory requirements.

5. Build stakeholder confidence by demonstrating a commitment to strong governance and a culture of continuous improvement.

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A proven and practical approach

The most effective board assessments are tailored, confidential, and focused on actionable outcomes. The approach combines best-practice structure with some elements tailored to the specific context of the organisation.

Progress Associés begins with confidential surveys and one-on-one interviews with board members and select executives, designed to surface candid insights on effectiveness, behaviours, and boardroom culture. These conversations are supported by a thorough review of governance documentation, including charters, bylaws, minutes, and board materials, to provide a clear view of the board’s formal structure and responsibilities.

“We meet not only board directors, but also the CEO and Chair—so the board assessment offers a strategic gateway to the organisation’s direction and decision-making at the highest level.”—Romain Girard, Partner, Progress Associés

Findings are benchmarked against both regulatory expectations and global governance standards, ensuring that recommendations are not only relevant but forward-looking. The results are compiled into a clear, anonymised report, featuring visual summaries, common themes from interviews, and a focused set of three to four priority recommendations for the board’s consideration.

Finally, the assessment concludes with separate presentations to the nomination committee and the board, offering space for discussion, reflection, and optional follow-up to support implementation and longer-term board development.

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Why financial services boards are adopting this now

Expectations of boards are higher than ever. Shareholders, regulators, and governments are demanding greater transparency, accountability, and oversight, particularly in financial services.

Boards are also facing new challenges in areas like ESG, cybersecurity, AI, digital transformation, and managing risk. Many are reassessing their structure, size, and expertise to meet these demands.

Board assessments provide a clear view of current effectiveness, highlight gaps, and help ensure the board is equipped to lead in a fast-changing environment.

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Built on credibility and trust

In boardrooms, trust matters. That’s why assessments conducted by Progress Associés are led by Senior Partners and seasoned Non-Executive Directors—individuals who have served on or advised boards in financial services and understand the weight of the role. This credibility fosters honest dialogue and accelerates impact.

“The most important part of the process is building trust with directors. We’ve found that when a board member knows the person interviewing them has been in their seat before, they’re far more open and engaged.”—Jean-François Phan van Phi, Senior Advisor, Progress Associés

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Focused, actionable outcomes

While a typical assessment surfaces an incredible breadth of insights, the goal is to offer strategic, high impact recommendations that are actionable—what matters most now. Recommendations focus on four key areas: board composition, strategic priorities, governance processes, and board logistics.

We provide detailed materials, including anonymised survey results, tailored presentations for the nomination committee and the board, and a clear summary of findings to support implementation.

For many clients, board assessments lead to broader conversations around bylaw reform, succession planning, director recruitment, and ESG governance. The assessment becomes a foundation for continuous improvement

Many clients choose to complete the process every one to three years. In doing so, they not only track progress but reinforce a culture of accountability and excellence at the board level.

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Board assessment is more than a formality

In financial services, board assessment has become a vital instrument of modern governance, enhancing risk oversight, addressing emerging challenges, and positioning the organisation for long-term success. More than a reflection on the past or present, it is a forward-looking process that helps shape the future.

Is your board ready for what’s next?

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IIC Partners is a top ten global executive search organisation, with HRM Search Partners as its exclusive Ireland partner. All IIC Partners member firms are independently owned and leaders in their local markets, offering tailored solutions for leadership and talent management needs.

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​The ability to respond to a rapidly changing environment is a core organisation competency, the mark of really great firms. Flexible companies use agile methodologies in several aspects of their businesses to address that unexpected challenge or opening opportunity. Though appearing as a sudden change in direction, generally these areas require careful deployment of well planned pivot contingencies.

Volvo, the Swedish automotive manufacturer, moved from box-shaped utility cars with an emphasis on safety, to contemporary upmarket vehicles with an emphasis on innovative technology. It seemed an overnight announcement. But by 2030 all their cars will be fully electric or plug in hybrid, a transformation that in fact occurred after the acquisition of the company by Chinese automotive manufacturer Geely. Their approach has been to release its best talent on its products and develop agile business methods, including the deployment of talent. Bold organisations deliver on their visions by adapting and reforming as customer appetite and world changes demand. Engaging agile talent and smart resourcing of contractors and interims are central to this. You don’t need all the skills all of the time. Knowing how, when and why to leverage agile talent is key to value.

Build agility into your business planning by developing ‘what if?’ scenario plans. The agile companies with whom we work, ask five questions during their planning process and review those answers regularly for their continued fitness and accuracy.

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1. What does the ideal resource mix look like?

Various factors feed into this. Ultimately, smart businesses avoid being held to ransom by narrow talent supply channels or unnecessary long-term cost commitments through agility. Superior resource models build maximum flexibility, actual needs and bench back up. Onboard the contractor when you need them, offboard the talent when you don’t.

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2. What are the specialist skills you require, when and for how long?

Firms with strong talent management processes consistently evaluate the stretch potential of current talent for future roles. However, short-term assignments often require immediate resolution with a particular experience and skill set. Contract and interim talent can provide this solution as well as a potential shadowing opportunity for current employees.

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3. What projects are NOT on the horizon?

Much of an organisation’s planned change activity is project based so the deployment of professional contractors for a fixed period or purpose makes obvious sense. Agile organisations consider what other scenarios might arise as unintended consequences or unseen opportunities and how might talent be provided to deliver on these?

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4. What is your contractor management process?

Agility is best achieved through the three O’s of flexible talent: Onboarding, Oversight and Offboarding. Set out clear delivery expectations at the beginning of every assignment, work with your talent provider and the agile talent resource to iron out wrinkles at this point. Have regular feedback sessions with the resource, drawing where possible on the contractor’s prior experience to gain additional value from their observations. Ensure a permanent employee is appointed to track all documentation and work product and that the contractor is not leaving any gaps when they complete the assignment.

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5. Do we integrate contractors into our culture?

For firms new to contracting, one of the most common concerns around the use of agile professionals is how this will assimilate with or integrate into the existing environment. Like most things, the devil is in the detail. In some cases, you may require your contractor or interim talent to stand back and objectively analyse current failing functions or processes. In most other cases integration is advised, they are not an employee and are only allowed onboard through their own limited company. However the more a contractor understands the formal and informal elements to your firm, the faster they can contribute. Manage the communication with all key stakeholders carefully, outlining what you expect to achieve because of the investment and which role, if any, stakeholders will play in achieving this alongside the agile talent.

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Staying ahead

Agility delivers commercial advantage because it demands genuine planning, creates effective business processes and is difficult for competitors to copy. The concept of building innovative processes into human capital planning has been with us for years. It is no coincidence that the firms who have been most disruptive in the last ten years are technology-based or within the wider pharmaceutical sector, where technical contractors and leaders are deployed in very high numbers.

But real agility in talent resource planning is much broader and applies also to HR, Finance, Supply Chain and Marketing – all functions in which organisations are having to innovate to manage global challenges and to stay ahead.

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Get in touch

Arlene Moran – Senior Commercial Director | Arlene.moran@hrmrecruit.com | +353 86 3656648

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The World Uncertainty Index, is calculated by the number of times the word “uncertain” appears in the Economist Intelligence Unit of country reports. I can’t imagine where it sits presently, it is not calculated yet for the end of Q1, but I listened as one eminent commentator ahead of the tariff announcements use the word five times in one, not particularly long, sentence. Worried about external forces and focussed on whatever pivots and u-turns need to be made is the perfect excuse for not considering internal engagement issues and strong talent management. Yet, it is the worst time to forget about being a really effective leader, driving purpose and seeking discretionary effort.

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What is effective leadership?

Research conducted by Rasmus Hougaard and Jacqueline Carter of the Potential Project, suggests that at the centre of great leadership, lies compassion. Compassionate leadership results in the most desirable outcomes. They define compassion as feeling or showing sympathy and genuine concern for others. But does emotion have a place in the world of work? Their evidence suggests it does. Compassion in the workplace improves collaboration, humility, trust and loyalty. Leaders who display compassion are more likely to have and to hold, engaged, committed and motivated employees.​

​During challenging times, employees can often avoid taking risks at work or rocking the boat. This can result in workers being hesitant to report errors, voice concerns, suggest new ideas, or share feedback, so the organisation loses. Demonstrating compassion as a leader fosters a workplace environment conducive to emotional well-being, making employees feel safe to speak up.

Compassionate leadership can benefit the leader as much as those they lead. Extensive data shows a strong link between the demonstration of compassion and career advancement. Compassionate leaders enjoy greater life satisfaction and self-esteem. They are viewed as stronger and more capable by their employees. By taking care of those around you, you are also acting in your own interests.

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Compassion alone is not enough

For leadership to be effective, it must co-exist with good judgment. Kindness cannot come at the expense of competence. The leaders who achieve the best outcomes are those who understand what motivates their employees and how to manage them towards desired outcomes. Leadership is hard, it necessitates pushing agendas, sharing critical feedback, knowing when to say no. Practicing compassion as a leader does not imply the absence of these responsibilities, but carrying them out while conscious of people’s feelings. As Hougaard and Carter put it, “wise compassionate leadership is the ability to do hard things in a human way.”

While empathy is defined as the ability to feel what others feel, compassion involves understanding what others are feeling and acting accordingly. Put simply, empathy is an emotion, while compassion is an intention. A certain degree of empathy is a prerequisite for compassion, but leaders who successfully prioritise compassion are less prone to personal distress and burnout. While you might demonstrate compassion towards a particular employee in the short term, you will also be thinking about how similar scenarios might be pre-emptively dealt with going forward.

The concept of compassionate leadership is not new. A recent study showed that 91% of over 1,000 surveyed leaders see compassion as a vital aspect of leadership. 80% indicated that they wanted to increase their compassion but did not know how. Compassion is not an inherent characteristic, it can be developed.

Here are four steps to building more compassion into your leadership behaviour:

1. Have more compassion for yourself: Taking care of others means minding you. If you are overburdened and burnt out, you won’t be able to help anyone else. Self-compassion requires getting enough sleep, taking short breaks throughout the day, and setting aside time for yourself away from work. It also means not being too hard on yourself, better to recognise your mistakes, reframe setbacks as learning experiences, and move forward with confidence.

2. Be aware of your intention: Learn to manage your intention before you speak to others. Get to know each member of your team, to understand what drives them and makes them feel valued.

3. Advocate for change: Compassion can become integral in an organisation. As a leader, think about policies that may be put in place to support employee well-being. This is beneficial to your employees and can lessen the onus on you over time.

4. If you have a well-developed sense of compassion but feel it hinders your ability to lead, consider the following:

• Be honest and transparent: As a leader, it is your job to offer guidance, even when it may be difficult for an employee to hear. If someone is falling short in their duties or seeking direction, be frank and constructively tell them what they need to improve on. If you step around the issue in an attempt to be kind or avoid upsetting them, you risk failing to convey your expectations, and the employee will neither understand nor benefit from your help.

• Remember the distinction between empathy and compassion: If you find yourself taking on the emotional burdens of your employees, take a step back and remember that you will be most helpful to them through action. Use your feelings of empathy as a catalyst for compassion, and take practical steps to exercise it.

• Keep the bigger picture in mind: You may feel more comfortable demonstrating compassion in excess because you feel it leads to less confrontational interactions. However, it is important to remember that avoiding an issue is not going to resolve it.

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Effective compassionate leadership propels organisational success. A compassionate outlook enhances a leader’s skills, resulting in more productive and motivated employees. Empowerment through compassion enables leaders and their teams to achieve their utmost potential, ensuring the organisation’s future success. And we all need some compassion right now.

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Our colleagues at IIC Partners have released their latest insights on Leadership and Team Performance Strategies for Executives:

​Effective leadership is critical to realising talent potential and achieving organisational goals. Since the pandemic, the way leaders and teams operate has undergone a profound transformation. 

To navigate this evolving landscape, executive leaders must review their approaches and adopt strategies backed by data. Christine Hayward, Executive Director of IIC Partners comments, “We are proud to summarise five of the most recent research papers that highlight key insights and approaches leaders should be implementing for their teams to excel and thrive”.

This review explores critical findings on empowering and engaging leadership styles, the relationship between gender and leadership performance, managing virtual teams, and the benefits of humility. Each study provides actionable recommendations that can help leaders cultivate high-performing, resilient, and motivated teams.

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1. Influence of Empowering Leadership on Employee Innovation

This paper examines the effect of empowering leadership styles on employee innovation. Researchers found that when leaders employ empowering behaviours — such as participative decision-making and clear communication — there is a significant positive impact on employee satisfaction, innovation, and creativity. Empowering leadership supports employees with planning and developing career pathways, providing continuous learning opportunities, and delegating authority for key tasks. Shifting from centralisation to empowerment can lead to improved employee satisfaction and an innovative culture.

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2. Teamwork, Leadership, and Gender 

This paper examines the relationship between gender and leadership performance within academia. Findings revealed that female-led teams outperform male-led teams in academic performance. The improvement in team performance under female-led teams was attributed to a stronger focus on cooperation and mentoring. In addition, female leaders tend to prioritise team success over their own performance, indicating a more altruistic leadership style. However, despite female-led teams having better outcomes than their male counterparts, female leaders often receive lower evaluations from male team members, reflecting persistent gender discrimination. These findings underscore the effectiveness of female leadership and the need to address ongoing biases in team settings. 

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3. Leadership and Virtual Team Performance: A Meta-Analytic Investigation

This paper analyses the impact of relationship-focused and task-focused leadership styles on virtual teams. Researchers found that both leadership styles are important in addressing the unique challenges of virtual collaboration. Relationship-focused leadership improves effectiveness for large virtual teams and teams created for short-term projects (ad hoc) emphasising the importance of building and maintaining effective connections. In contrast, task-focused leadership is more effective for teams that work together for longer periods (intact teams). With established relationships, leaders can dedicate more time to optimising task management and less time to meetings and team-building activities. These results show that different leadership styles and operational formats are needed according to the team context.

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4. The Role of Humility in Leadership 

This research demonstrates that leader humility significantly impacts team dynamics and performance by reducing negative interactions within the team. Humility, in this context, refers to a leader’s ability to acknowledge their limitations, appreciate others’ contributions, and remain open to feedback and learning. Reducing negative dynamics fosters stronger collaboration, enhancing both team performance and long-term success. These findings suggest that organisations should cultivate humility in leaders by fostering a learning-oriented culture, selecting leaders with a growth mindset, and providing leadership development programs. This helps them effectively manage internal social relationships, improve proactive team performance, and address interpersonal challenges within teams.

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5. The Impact of Engaging Leadership on Employee Engagement and Team Effectiveness

This study examines how engaging leadership influences team effectiveness and employee engagement. Engaging leadership is defined as a leader who inspires, empowers, and connects their team. At the individual level, leaders perceived as inspiring and supportive enhance employees’ psychological capital (PsyCap), which includes self-efficacy, optimism, resilience, and adaptability, ultimately increasing work engagement. At the team level, engaging leadership strengthens performance feedback, trust, communication, and participation in decision-making, fostering a supportive climate that drives effectiveness. To cultivate this leadership style, organisations should invest in leadership development programs, coaching, and workshops. Here are more details on the definition of engaging leadership:

1. Inspire their teams by sharing a compelling vision and making employees feel they contribute to something meaningful.

2. Empower their teams by granting freedom, responsibility, and opportunities for development.

3. Connect their teams by encouraging collaboration and building a high team spirit.

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Overall, the research offers valuable insights and recommendations that team leaders can incorporate to enhance team performance. By implementing these evidence-based practices, businesses can cultivate resilient, innovative, motivated, and high-performing employees capable of thriving in today’s dynamic environment. Staying informed about advances in leadership strategies ensures organisations can remain competitive and agile in the face of continuous change.

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IIC Partners is a top ten global executive search organisation, with HRM Search Partners as its exclusive Ireland partner. All IIC Partners member firms are independently owned and leaders in their local markets, offering tailored solutions for leadership and talent management needs.

​Change management and outcomes, the two essential ingredients in your executive curriculum vitae.

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Most people struggle to prepare a CV. Some executives worry about fitting everything in, others find it difficult to self-promote. CVs are sometimes written at a time of vulnerability, not always the easiest point to frame positive personal statements.

Writing an executive level CV requires thought and planning. As a leader, your experience is more complex and much broader. So how do you communicate your capability in just two pages? And that should be your limit, two pages. Concise communication is a highly valued executive skill, your CV needs to demonstrate this.

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Structuring your executive CV

Recruiters vary in how they want to see a CV structured. Some like a skills or competency lead demonstration of your experience, others prefer a reverse chronological document. Either way, bullet points are essential with a maximum of ten words for each. To maximise the impact of those words, plan your content before attempting to put it into CV format.

Leave out any personal information, other than your name and how to contact you. So, no date of birth, nationality (other than to confirm a right to work in the jurisdiction if necessary), no photograph or graphics. If you include a link to a social media network, make sure the content is current, written to the same standard as your CV, and aligned to the experience you wish to emphasise for the role to which you are applying. Make sure you save the document using a filename pertinent to the role for which you are applying and including your own name.

Begin with a short three or four sentence paragraph, to a maximum of 60 words, which summarises your professional life to date. Concise paragraphs are more likely to be read. Write it in the first person and touch on the skills or competencies most relevant to the position for which you are submitting the CV. These might include technical aspects to your work or examples of organisation leadership, but make sure they are reflective at some point of the content to follow.

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The core content

The core content of your CV is that which shares your work history and experience. The reader is looking for three elements threaded throughout your various experiences to date. They are broadly:

1. Technical expertise as relevant to the role: The first of these depends on the nature of the position. Technical expertise may need to be more in depth for technical leadership than operational leadership appointments. But in each case, what really matters? What environments did you work within? How technically progressive was the organisation, as relevant to the role you held?

2. Change Management: The second, change management, is telling the reader what you were accountable for. A recruiter for example, will infer that if you were effective with change, you were capable of creating a vision and leading others to the achievement of that vision. This applies to smaller but important task areas like a process change as well as larger scale change projects. It allows you to weave in both the technical skills referred to above and operational team sizes you have managed and initiatives you have delivered.

3. Outcomes: Explains to the reader what impact you had, what you actually achieved. The measurable outcome indicates a level of expertise in the area for which you were accountable.

Pull out your content when planning your document under these three headings. Bring the content together in bullet points under each role held outlining:

• What you did in the position

• What technical exposure or experience you gained

• What impact you had

For example, the 'change management' heading for a task area in one of your roles might have been to improve production efficiencies. The technical element for a non-technology role, might include inventory control systems used or implemented. It is an opportunity to highlight commercial, financial, HR or planning systems deployed. Outcome would be the measurable efficiency improvement. The bullet point is set out as “Streamlined manufacturing processes for two sites, deploying system x and reducing waste by 14%”. A project to automate processes using digitalisation within projected cost and timelines might read as “Led a digital transformation programme, deploying system x, improving customer experience, delivering on budget and within timeframe”.

Maintain this format throughout your CV, depending on the number of employers you have been with or positions you have held with the one company, keep your bullet points to between five and seven per role. Current positions can be more than this, but positions prior to 15 years ago rarely need more than two or three lines.

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Completing your executive CV

Complete your executive CV by setting out your education, professional qualifications and professional memberships/affiliations at the end. As a very final step, get someone you trust to proofread it thoroughly to ensure there are no grammatical errors or spelling mistakes.

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If we expected the post-pandemic era to be an economic settling period, and one during which, employee and employer relationships might be rebuilt, we were mistaken. Against a backdrop of geopolitical mudslides, changed work practices have made the employment landscape almost unrecognisable. These include Working From Home, Hybrid Working, the Great Resignation, Quiet Quitting, declines in employee engagement, staff shortages in service sectors, wellbeing challenges and the advent of AI. All of these present challenges to organisation cultures and leadership and worryingly, they are wearing managers used to different constructs thin. According to Gallup research, disaffected or poor leaders are 70% of the reason employees choose whether to engage or not. People don’t leave organisations; they leave managers whom they no longer believe in or trust.

Paul J. Zak, neuroscientist and author of “Trust Factor: The Science of Creating High-Performance Companies”, in a HBR article entitled “The Neurosicence of Trust”, shares how employees in high trust companies enjoy their jobs 60% more, are 70% more aligned with their organisations purpose and feel 66% closer to their colleagues. Empathy and a sense of accomplishment is higher in such firms, while burnout is 40% lower than in low trust cultures. Not only does trust improve organisation performance but employees in high trust companies reviewed by Zak were paid an average of 17% higher than those in other firms.

In his research, Zak identifies eight management processes that build trust for leaders. They are measurable, can be learned behaviours and contribute collectively to higher organisation performance.

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1. Recognise excellence

Neuroscience indicates that recognition has most impact when it occurs immediately after the task or goal has been achieved. It is most powerful when personalised but occurs in a public setting.

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2. Assign difficult but achievable challenges to teams

Pressure to achieve, releases neurochemicals which intensify employee focus and strengthen social connections. Zak explains, that when team members need to work together to reach a desired outcome, this brain activity co-ordinates their behaviours efficiently.

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3. Give people discretion in how they do their work

Autonomy promotes innovation that management control inhibits. Being trusted to find solution to problems is a big factor in an employee’s engagement. Encourage employees to challenge how things are done, especially if they have been done that way for years.

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4. Enable job crafting

When possible, enable employees to focus their energies on work or projects they care most about, albeit with clear expectations, accountability and 360-degree evaluations.

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5. Share information broadly

Poor management communication remains one of the big employee bugbears. Uncertainty about company direction can lead to stress, which in turn inhibits the release of oxytocin, a natural hormone which drives the social connections necessary for collaboration. Organisations that communicate plans broadly, reduce uncertainty and increase teamwork effectiveness.

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6. Intentionally build relationships

Too often managers send the message, “focus on your tasks”, rather than making social connections. Zak cites neuroscientific experiments that show when people intentionally build social bonds at work, their engagement and performance improves. Social events, which may appear to some to be “forced fun”, make a significant difference to the connectivity of employees and in particular, when that event has a competitive team element to it.

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7. Facilitate whole-person growth

High trust workplaces help people develop personally as well as professionally. Though setting goals, learning plans and reviewing progress are key to professional growth, understanding how an employee is managing work life integration or wellbeing, is equally important. Leaders aware of personal challenges their employees face can often help through flexibility, rather than lose a valued contributor.

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8. Show vulnerability

Asking for help from colleagues is a sign of a secure leader and increases trust and cooperation from those colleagues. It indicates, Zak shares, that the leader is the type of person who engages everyone to reach goals, while valuing the opinions and expertise of others.

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Building trust is a continuous process, it takes time for colleagues and reports to believe the trust is authentic. Taking the time to understand possible obstacles to their belief and being patient while the trust emerges is important. Being self-serving, not meeting commitments, being assumptive and jumping to conclusions are sure ways to breach any trust built. A culture to which trust is high is more inclusive, higher performing and more likely to be successful in achievement of desired outcomes.

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Despite the need for innovation and continuous improvement, many organisations still fail to recognise the importance of curiosity as a critical leadership competency. In a previous article “Why the C in C-Suite stands for curiosity”, we explored the essential role of leadership in demonstrating and placing a high value on curiosity in order to enable breakthroughs at all levels for their organisations. The World’s most competitive firms, especially those with sector leading advantages, already understand that when curiosity flows through all levels of a business and is embedded in organisation culture, it can have a profound impact.

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The business case for curiosity

Francesca Gino, a behavioural scientist and Professor of Business Administration at Harvard Business School, describes how, in order to truly foster curiosity, organisations must transition from the implicit message that asking questions is an unwanted challenge to authority. Gino believes that leaders at every level of an organisation must nurture their employee’s curiosity to fuel learning, improvement and performance. In a recent HBR article entitled The Business Case for Curiosity, Professor Gino describes the multiple benefits of fostering true curiosity. These include:

• Fewer decision-making errors – decision makers being less likely to fall prey to confirmation bias or stereotyping

• Higher levels of innovation and positive changes in both creative and non-creative roles as the role holders are more stimulated to identify workplace improvements

• Reduced group conflict as team members are encouraged to place themselves in one another’s shoes

• Significantly improved communication - through increased sharing of information and more careful listening.

​Despite the best intents of some organisations, the development of curiosity as a core competency can be restrained by placing too much focus on efficiency to the detriment of exploration. Gino suggests that to accelerate the growth of curiosity, organisations should hire for inquisitiveness and demonstrate that active curiosity is a desired behaviour by asking questions of and most importantly, listening to the answers of employees and acting in these where appropriate. Leaders should emphasise learning goals within their organisations, relate these to longer term business goals and challenge their Managers on how they are facilitating growth and learning in their reports. One of our own clients at HRM links management bonuses in part, to the achievement of learning goals in their areas. Professor Gino outlines in her article how key it is for companies to encourage employees to broaden their work and personal interests.​​​

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Developing curiosity quotient

John Dore, Programme Director for Senior Executive Programmes at London Business School, explains that companies and their leaders need to move on from emotional quotient to developing curiosity quotient (CQ) in their employees. He describes CQ as a series of behaviours that see leaders actively invest in a growth mindset by continuous knowledge acquisition from a broad range of sources. He cites formal education, reading of journals, quirky social media and attending networking events amongst the habits that leaders with high CQ engage in. Such executives he explains, are always scanning for new ideas, tend to be early adopters and noticeably enjoy experimenting with new ways of working or approaching assignments.

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Curiosity: Not just a nice to have, it is essential

As much changes in the world around us, curiosity is not a nice to have, it is essential to organisation competitiveness, valued differentiation and organisation effectiveness. For leaders and professionals at all levels, curiosity is the key to a long and healthy career path. A McKinsey report entitled “Jobs Lost, Jobs Gained: Workforce Transitions in a Time of Automation” suggested years ago that as a consequence of AI, current technology adaptation and changing consumer and industrial patterns, up to 375 million workers may need to switch their occupational category. That startling number is enough to make anyone curious.

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​Madeline McCartney from our partner firm in Paris, Progress Associés, is a specialist Executive Search Consultant in Consumer & Retail, Industry, and Technology sectors. Madeline recently moderated two panels on the role of purpose in attracting and retaining talent. The panelists represented different generations, backgrounds, and experiences, including leaders of purpose-driven companies and young talent seeking concrete commitments from their employers. Her quest was to understand how purpose driven leaders turn theory in to action, here’s what she learned from the panel members.

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1. Purpose-driven businesses: why and how?

When it comes to purpose and profit, it’s not either/or. It’s both/and. The idea that you must sacrifice performance to achieve positive social impact has rightly been discredited. In fact, pursuing social impact goals can lead to better products and higher revenues.

That is not to say it’s easy. Many difficult decisions are needed to deliver impactful results and meet stakeholder expectations. Think of retail organisations that must vet and redesign entire supply chains. Yet investments upfront in sustainability can pay dividends in consumer loyalty and other key impact metrics.

That is why tracking success is so crucial to every purpose-driven business. Leaders need to go beyond traditional KPIs (turnover, EBITDA, etc.) and consider extra-financial impacts such as social and environmental impact, job creation, and source of materials. These metrics should be monitored together and presented as equally important in the company’s results.

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2. Transformations with real impact

When thinking about transforming your business, be sure to place purpose in by-laws and governance structures, not just as an add-on or a separate component. It has to be deeply woven into the fabric of your organisation.

Ambitious and action-oriented leaders must support the transformation program from the top with transparent communication and concrete projects that turn goals into reality. It’s not enough to have a mission statement or vague proclamations. You must bring everyone in the company along on the journey, and actions and results must be real and felt daily.

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3. Case study: French e-retailer Camif, boycotts Black Friday, the annual online discount frenzy.

A great example of an organisation putting purpose into action is when French furniture e-retailer Camif decided to boycott Black Friday, asking their community to “not to give in to the siren songs of (over) consumption!”

Many thought they were making a colossal mistake by giving up a significant revenue opportunity. Ultimately, the bold statement boosted Camif’s brand and cemented its image as a company that “walks the walk.” Over the years, the campaign transformed into a formidable movement, and many organisations have made similar pledges.

Bringing this kind of action to fruition and truly living your organisation’s values requires several key traits and skills from leaders. Let’s look at what those are.

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4. Key characteristics of a purpose-driven leader:

• Integrity: alignment between who you are and what you do.

• Ambitious: a clear vision for the future and the drive to pursue it.

• Strategic: a long-term outlook and resilience to short-term pressures.

• Persuasive: the ability to convince stakeholders, shareholders, employees, etc.

• Knowledgeable: a strong foundation of the ‘how,’ not just the ‘why.’

• Courageous: bravery and perseverance to drive forward unpopular or unexpected ideas.

These characteristics can be cultivated in employees with learning and development programs and value-driven internal communications. Yet the most powerful source is demonstrative leadership that embeds these characteristics into your company culture.

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5. Attracting and retaining talent

Clear purpose and concrete commitments are valuable assets for attracting and retaining talent. This is especially true for career starters trying to find companies aligned with their personal beliefs and convictions. But it is not just young people trying to make the world a better place and have an impact.

Senior leaders are also seeking more meaning in their work — a trend that has accelerated after the pandemic had people reconsidering and recommitting to their deepest motivations.

We also heard from many leaders encouraged by their children or younger employees to proactively contribute to social and environmental goals.

However, being purpose-driven is not just about a single cause. It is a sense of well-being, engagement, and empowerment in your job. And with transparent and authentic leadership, the organisation builds a sense of belonging throughout its workforce.

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6. People may join a company for its purpose, but they stay for the people.

Be sure to consider the entire employee experience and remember the basics: offer high-quality work and interesting challenges, ensure the first line of management is supportive and empowering, and develop new ways of working together and learning from each other. Reverse mentoring, co-management, and participatory leadership are all ways to ensure that knowledge and power are shared.

Regarding talent attraction, when your organisation follows this purpose-driven blueprint, it will shine through when candidates have conversations with your employees. It also takes a concerted effort to package and communicate your values and impact to ensure they resonate at every step of the recruitment journey.

Our final takeaway: bring in outside voices to share their knowledge and experiences to help your organisation evolve.

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I​IC Partners is a top ten global executive search organisation, HRM Search Partners is the exclusive Ireland partner. All IIC Partners member firms are independently owned and managed and are leaders in local markets, developing solutions for their client’s organisational leadership and talent management requirements.

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​Karolina Sidwall, Director · Head Of Healthcare Leadership Academy at Michaël Berglund AB, our Stockholm based Swedish Partner from our IIC Partners Network, recognised that organisations and their leaders now have to respond to increased influences from changing social, environmental and economic influences. No longer seen as simply “the right thing to do”, sustainability is now core to business impact and performance. Here, Karolina explains what is meant by sustainable leadership and what cultural and behavioural conditions must be in place. Karolina recognises that the concept of “sustainable leadership” appears in many contexts since working life has become increasingly complex and limitless. But asks, what does it actually mean?

Sustainable leadership cannot be defined in a few words. Instead, it is “conditions and prerequisites, both at the organisational and individual level, to be able and willing to have a leadership role in modern society”. A sustainable leader is a person who is committed to leading their organisation in a way that promotes long-term sustainability on many different levels. Sustainable leadership is the key to achieving sustainability across the entire organisation. It is about constantly relating to who you want to be and what kind of world you want to help build – regardless of the type of business you are in.

Consequently, sustainable leadership is not only about being environmentally conscious – although that is an important aspect. It is also about being socially responsible and ensuring that the organisation operates ethically and beneficially for all stakeholders, including employees, customers, suppliers and the wider community.

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To lead with purpose

A focus on purpose is one of the most important elements of sustainable leadership. Leaders committed to sustainability clearly understand why their organisation exists and how it contributes to the world. They are able to express this purpose to their employees, customers and stakeholders and work consistently to ensure that the organisation’s actions are aligned with its purpose.

Another vital element of sustainable leadership is a focus on innovation. Leaders committed to sustainability are constantly looking for new and better ways of doing things. It can be about finding more efficient processes, developing new products or getting involved in more meaningful ways. This focus on innovation ensures that the organisation constantly evolves and adapts to changing circumstances, an essential prerequisite for long-term sustainability.

Sustainable leadership also means being open and honest about the organisation’s environmental and societal impact. Sustainable leaders measure and report important sustainability metrics and are willing to take responsibility for their actions.

Finally, sustainable leadership requires cooperation and commitment to achieve the objectives successfully. As a leader, you need to work closely with your employees, customers, suppliers and other stakeholders to develop solutions that are beneficial to all. A sustainable leader is present, listens, integrates different perspectives and builds strong relationships based on trust, confidence and mutual respect.

Ultimately, sustainable leadership is a decisive factor in ensuring an organisation’s long-term success. It is no longer enough to avoid making mistakes; one is expected to proactively approach sustainability and make the right choice in every situation. The starting point is the common agreement you have already built about who you want to be and what you want to stand for in front of customers, owners and society.

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I​IC Partners is a top ten global executive search organisation, HRM Search Partners is the exclusive Ireland partner. All IIC Partners member firms are independently owned and managed and are leaders in local markets, developing solutions for their client’s organisational leadership and talent management requirements.

Though core technical capability in a required field and organisation fit are the top reasons contractors are hired, the organisation seeking your services as a professional interim or specialist contractor are asking a whole range of other questions.

In addition to your skills and knowledge, the firm with the short term skill need wants to know how well you will fit and work with their existing team and can you hit the ground running. Your competencies also must include everything it takes to get invited back to previous clients.

In other articles, we talk about the need to be sure that contracting is the right move for you and all that entails. As a place to start when considering this move or as points of development, here are 8 competencies that are essential to your long-term success as a contractor.

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1. Flexibility

The nature of contracting demands that when the heat is on you can give it everything, work long hours and be where you need to be. Locations may not always be ideal and sometimes work focus can change at short notice as a project may need. Contracting often provides good WFH opportunities too, we will work all this out for you where possible ahead of any new contract.

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2. The ability to cope with insecurity and ambiguity

This is a key feature of whether you can cope as a contractor. Not knowing where you might be working, or if, in 6 to 9 months’ time. We will work to line up your next assignment but it is client need dependent.

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3. Be an expert

Develop skills in a high demand area and keep on top of developments that allow you to keep those skills up to date. Many contractors try to cover A-Z and become experts in nothing, so there is little incentive for firms to hire that person or bring them back for future contracts. Build out your experience on the job, take on new areas in support of the client where possible.

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4. Ready, steady, go

Great contractors are high energy, self-starters. Not only must they forage for work, but they must hit the ground running and be seen to overcome any obstacles that arise in a project with fresh or innovative ideas.

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5. Adaptability

For most contractors, each new project brings new colleagues and working environments. The ability to fit in fast is essential. In support of this, you will be assigned a Contractor Support contact in our organisation who will be on call for your own needs.

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6. Business administration

It is vital to stay on top of your own financial back-end processing. If you struggle with this at all, farm it out to an expert and make sure they stay on top of it for you. From invoicing to tax returns, errors or omissions are always very costly. Contracting through HRM fulfils this need for you, we simply require an approved timesheet and if needs introduce you to support for your end-of-year financial administration needs.

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7. Collegiality 

Despite contracting being a stand-alone position, the ability to develop relationships in a new organisation quickly is important. ‘Who’ is often as important as ‘how’ when it comes to getting things done that will enable you to achieve your own outcomes. Sometimes contractors can be seen as a threat to permanent employees, so disarming that quickly is important.

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8. Reliability and authenticity

Higher standards of delivery are expected of contractors than permanent employees. Whether it's down to the premium paid or the sense of expertise being hired, firms have greater expectations of contractors, so reliability is a higher bag than you might think. Always do what you say you will do when you said you would do it. Sounds obvious, doesn’t it? But give a false expectation, advise late of a problem or miss a deadline no matter how unavoidable and your stock plummets. Manage deadlines and expectations very carefully, agree them in advance, raise an early warning flag if you are concerned but always with a proposed solution in hand. Your contract with HRM will demand all of this and total customer focus.

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Contracting is not without its challenges but represents a great way to spend your career, with flexibility that permanent appointments rarely provide. If you would like to know more about this subject and current or future contracting opportunities, get in touch, we’d be delighted to talk.

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Christine Hayward, Executive Director at IIC Partners recently explored the uses and limitations of AI in executive search.

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​Artificial intelligence (AI) has been adopted to some extent across all industries to improve productivity, and executive search is no exception. However, leading firms across the world—including those belonging to IIC Partners—have long understood the limited role it must play in senior recruitment, especially concerning decision-making.

While it’s true that AI tools can improve efficiency for certain admin, scheduling or data analysis tasks, they cannot replace the nuanced, highly specialised nature of executive search consulting. Senior-level hiring is a complex process that requires deep industry knowledge, human judgment and interpretation, and personal engagement that AI just cannot replicate. 

Let’s explore how AI can enhance search processes while also examining its limitations, which future-proof the value provided by search consultants.

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AI’s Role in Enhancing Executive Search

AI has been a game-changer in many industries when it comes to efficiency and data processing. Here are a few ways AI can be used to improve the executive search process:

1. Faster Candidate Sourcing

AI-powered algorithms work faster than humans, scanning millions of data points across multiple networks and databases in seconds to identify potential candidates. This can speed up the research process and help you gather a wider range of information. However, short lists still need human selection and evaluation, and digital sourcing is usually combined with personal relationships and networks. 

2. Improved Data-Driven Decision-Making

AI tools can work in the background to analyse trends, predict hiring outcomes, and offer insights based on historical hiring data. These analytics can help executive search firms refine their strategies and make more informed recommendations to clients.

3. Managing Administrative Tasks

AI can automate scheduling, resume analysis, and some writing tasks. Having an AI assistant handle some of the time-consuming logistics allows consultants to focus more on the strategic and relationship-based elements of the search process.

4. Reducing Bias in Early Screening

AI systems can be trained to identify unconscious bias in the early stages of the hiring process, however, it is a complex undergoing. If the data the tool draws from is biased, the algorithm can perpetuate bias itself. In a recent IIC Partners paper, we outlined the need to have diverse AI-development teams and rigorous oversight for true success in this area.

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Why AI Won’t Replace Executive Search Consultants

AI has several inherent limitations that make it incapable of replacing human expertise in executive search. Here are some reasons why AI won’t replace the role of an executive search consultant:

1. Leadership Hiring Requires Nuanced Judgment

Executive search isn’t just about finding a resume match; it’s about identifying leaders who deeply align with a company’s culture and vision so they build effective internal networks and drive strategic success. AI can assess technical skills and past experiences, but it lacks the emotional intelligence and contextual understanding needed to evaluate what matters most in a candidate–things like leadership potential, decision-making abilities, values and motivations, cultural fit and interpersonal skills. 

2. Personalised Consultations, Long-term Relationships, and Accountability

Executive search consultants work closely with organisations, building long-term relationships that allow them to understand business challenges, leadership gaps, and long-term goals. AI can’t provide the consultative, partnership-driven approach that executive search firms offer. And if something goes wrong with the hire, AI tools do not offer guarantees or support and accountability is impossible to achieve. For many executive search firms, the partners’ names are above the door, and their reputation is everything. When making important hiring decisions, this level of care and responsibility is essential. 

3. Navigating the Hidden Talent Market

Many top executives are not actively looking for new roles and do not appear in conventional talent databases. These so-called “passive candidates” make up anywhere from37%to70%of the global talent pool (considering they aren’t actively job searching, it can be challenging to nail down an exact figure). The best candidate for an open position might not be visible on LinkedIn or active on social media. 

The deep relationships that search consultants have with executives across specific industries or functions, enable them to initiate conversations with passive candidates, who otherwise may not have been identified for a senior level role. A recent study by IIC Partners found that 50% of executives would take a call from an executive recruiter even though they are not currently searching. There is a level of trust and openness from executives towards highly credible search firms that is impossible to replicate with AI tools.

4. Legal Requirements for Human Oversight

It is also worth mentioning that some laws, like the EU AI Act, impose guidelines on AI-driven hiring, requiring transparency, fairness, and human oversight. Thus, search firms, with their comprehensive assessment processes and close attention to data protection laws, ensure that human oversight into hiring decisions is clearly documented and meets legal requirements. 

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Heading into the Future of Executive Search

The future of executive search is not AI versus humans–it’s AI working alongside skilled search consultants. AI can accelerate certain stages of the recruitment lifecycle, such as data analysis and administrative tasks, but it cannot replace the nuanced judgment, strategic guidance, and relationship-building that define executive search. By integrating AI as a supportive tool rather than a decision-maker, search firms can optimise processes without compromising the thoughtfulness, trust, and human insight that are essential to securing the right leaders.

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IIC Partners is a top ten global executive search organisation, with HRM Search Partners as its exclusive Ireland partner. All IIC Partners member firms are independently owned and leaders in their local markets, offering tailored solutions for leadership and talent management needs.