One of the of the many gifts of the work I do as an executive recruiter is that I get to have deep and meaningful conversations with highly talented leaders at inflections points in their careers. We are often profoundly philosophical at the most vulnerable times in our lives. We know in vino veritas. I also believe in transitus veritas!Read More
By now, we all accept that the future of the business is digital. It is robotic. It is voice activated. It is driven by artificial intelligence. And the future needs you to be very human. So, where does this leave my business Leaders? Are Managers to be replaced by deep learning algorithms?
To me, the answer is no… as long as you focus on your irreplaceable skill, we too often undervalue; your Humanity.Read More
I have many conversations inspired by this one brutal fact - most employees reach their peak income at forty five years old or shortly thereafter. For most, it is downhill from there. Why does this happen? Is it a foregone conclusion? What are the options for senior managers?Read More
I recently had a chat with a client who was wondering how he could be a better manager and I was surprised by what he shared with me.Read More
Executive search consultants weren’t supposed to survive in the digital world. After all, why pay a recruiter a fee when a large percentage of candidates put their information on job boards, LinkedIn, and soon on Facebook and Google? Hiring managers could cut out the recruiter and go find qualified candidates on their own.Read More
You’re the head of a market-leading company. You can offer talented executives and managers a lot.Yet, You consistently lose talented candidates to start-ups
Why? and What Should You Try?Read More
Many of us are about to start our summer holiday, and that can mean only one thing:
Thinking about your job as little as possible.
Seriously, the whole point of a summer holiday is to leave the office behind, right?
At some point, though, your holiday will end, and you may want to come back ready to explore new career opportunities. You can use your holiday break to increase your chance of being a more appealing candidate—while still having fun.
Here's how.Read More
Macron' victory at age 39—without the backing of any established French political party—provides lessons for candidates aspiring to leadership positions.
If you’re looking to step into an executive role, you should learn from Macron and do the following:
- Create a compelling personal brand.
- Don’t wait. Seize your opportunity now.
- Invest your time and resources in building a strong network.
3 Lessons Recruiters Can Learn from Emmanuel Macron’s Victory
Macron’s victory has lessons for both recruiters and executives.
- Don’t let youth stop you from hiring the right candidate.
- Selecting the right person can bring a lot of enthusiasm to stakeholders.
- Globalism is here to stay—and you need executives who are comfortable working with multi-culturalism and diversity.
Research shows a company’s brand is perceived twice as favorably by job seekers when they speak with a recruiter rather than with the company direct.
Working with a recruiter does strengthens your brand.
In 2017, the most powerful brand-building begins with relationships, starting with Hiring the Right Way!
Here is whyRead More
You show up to work. You do your job. You say the right things. You work extra hours when asked. But you’re heart isn’t in it.
Sound familiar? You could be suffering from a condition called "brownout."
Learn more from Robertson Associates Senior Partner and executive search though leader Pierre Collowald on what you can do to get excited about your career again.Read More
A candidate’s decision to accept your position comes down to three things: Company brand + Job content + Money.
These three factors comprise the “Risk Premium” for anyone considering changing jobs, and managers who understand the Risk Premium increases their odds of hiring their preferred candidate.Read More
Your company has an important hire to make. After working with your executive recruiter to identify and hire the perfect candidate, suddenly he or she has to leave the company for reasons no one could have anticipated.
Your firm may have been on the receiving end of bad luck.
So what can your firm do to minimize the chances of an unlucky hire?
In this article Pierre Collowald, an executive search and recruiting thought leader and Senior Partner at Robertson Associates AG, will discuss how bad luck can impact even the most careful hiring process—and what your company needs to do next.Read More
It’s a fact of life, and a fact of our careers. As much as we hate to admit it, there are times when the events of our careers are beyond our control.
When that happens, what can you do to recover from bad luck and move forward with your career? And is there anything you can do to increase the likelihood that you’ll experience good luck?
The answer to both questions is yes.
In this article Pierre Collowald, an executive search and recruiting thought leader and Senior Partner at Robertson Associates AG, will discuss how you can minimize the impact of bad luck and maximize your chances for good luck in your career.Read More
Recruiting executives in less-than-glamorous industries remains a challenge.
Here are a few ways to make your hiring process in a “boring” industry a little easier.Read More
The world is still reeling from the result of the “Brexit” vote.
And while there will be a significant amount of dialogue on why British voters chose to exit the European Union, business leaders need to start proactively planning for the changes that will result from the vote.
Here’s what you need to know:Read More
Gender diversity has become more than just the right thing to do—it has become the law. However, promoting gender diversity is more than a mandate.
It’s the smart thing to do, for economies and companies.
Here is why you should careRead More
Diversity is one of the most important – and challenging – concepts in hiring, particularly in executive and managerial searches. Diversity can conjure up thoughts of hiring quotas or requirements based on demographic qualities like ethnicity and gender.
And while almost everyone would voice their support for diversity, there is an element of the word that can conflict with a basic principle in performance management: that advancement should be based on merit and achievement regardless of diversity factors.
Yet, ensuring diversity within your managerial and executive team is becoming more important in a global economy.
For your company, the value of diversity isn’t about meeting specific demographic quotas. It’s about having multiple perspectives that come from a wide variety of experiences, ideas, and individual thoughts. Those perspectives will help provide insight into your current and future customers and help your organization become more adaptable and competitive.
You shouldn’t consider diversity when hiring just to meet a quota regarding the right mix of ethnicities and genders.
You should consider diversity as a way to push your organization out of its comfort zone and, more importantly, to create a competitive advantage
Selling Automobiles in France
If you are a German automobile manufacturer and want to grow or expand your presence in a different market—for example France—who should you hire to manage that initiative?
If you are like most companies you will likely task someone who has succeeded in growing sales in an existing market. If your head of sales in Germany has shown consistent, year-over-year growth, you may send him or her to develop your French market.
But is that really the best decision?
The French and German markets are very different. A German executive may not know the French regulatory system or understand how the two countries very different cultures may affect attitudes toward automobile ownership.
For a French automobile owner, will their new car be a status symbol that says something significant about that individual? Or is the French consumer merely looking for a convenient and cheap way to be mobile? And if that’s the case, how do you position your product against car sharing services, or even bicycles?
You could hope your German head of sales has such a strong skillset that he or she can overcome those challenges—however, at Robertson & Associates we are often engaged after a company’s current managerial talent fails to understand and adapt to an unfamiliar culture or market.
Ultimately an unwillingness to hire managers with diverse backgrounds and experiences can mean failure in a new market.
There is, however, an alternative.
You could search for a head of sales that may not know your product, but knows the French market because his or her family settled in France long time ago, or search for a head of sales who is already succeeding with a French company.
I here considered a simple case with Germany and France. Now, imagine lesser known parts of the world and how exponential the challenges get!
Without knowing it, or planning on it, with either one of these approaches you’ve just made a diverse hiring decision based on taking an innovative approach to a strategic need.
A Changing World
Our world is changing rapidly. Every day millions of new people become economic participants for the first time. Those participants may be a Greek college student looking to buy his or her first car, or an Italian highly qualified mother entering the skilled labor force for the first time.
In order to remain competitive, your company is going to need a strategy to ultimately reach these new consumers. You need managerial talent who has some understanding of what it’s like to be the first member of their family to leave the village, attend college, and build an entirely different life than anyone in their family has ever known.
You need managerial talent who knows what’s like to move out of a kitchen and into an office for the first time, to feel the pride of earning her first pay check -and to consider how she will spend it, and what she will want to buy just for the sake of showing she can buy it, on her own.
You need to consider diversity when hiring not just because it is the “right” thing to do.
You need to consider diversity when hiring because it is the strategic thing to do.
Pierre Collowald is a Senior Partner at Robertson Associates, a European Executive Search and Leadership Solutions boutique. Pierre is working out of Brussels, Paris and Zurich. email@example.com