A New Perspective on Executive Recruitment for the Startup Generation: Where Agility Meets Strategy
Article by Alicja Jaworska Partner | Executive Search C-suite wisdom, now in audio. Press play: In a world where the pace of business never slows and the economy is in constant flux, today’s startup ecosystem balances on a fine line between bold ambition and thoughtful resilience. Founders build dynamically, break conventions, and challenge existing assumptions – except when it comes to one key element: the team that brings their vision to life. Selecting senior leadership is a strategic decision of the highest importance for founders. In such an agile environment, the process requires a more flexible, empathetic approach – one that understands the complexity and speed at which young, ambitious organizations operate. Founders expect their executive search partner to bring not only expertise but an intuitive feel for their world – someone who thinks like them, not in rigid frameworks. That’s why executive recruitment in startups is a strategic talent acquisition process that must keep pace with the CEO’s rhythm, the company’s culture, and its ambitions. Executive Search in Motion: Meeting Founders Where Decisions Happen Working with startup founders who are looking to build out their leadership team requires flexibility and readiness to operate in unconventional conditions. They make decisions on the go, often outside the office – where the real pulse of their business beats. Alicja Jaworska, Partner at Neumann Executive, shares: One of our recent conversations with a founder, focused on organizational structure and current hiring needs, took place in an unusual setting – during a scooter ride between meetings with investors. It was a literal example of the fast-paced and pressure-filled decision-making reality we encounter daily, where leaders juggle business growth, fundraising, and day-to-day operations all at once. In such circumstances, the traditional approach to recruitment falls short. Startup owners demand transparent, fast, and effective processes that truly support them in building their companies – without corporate barriers or unnecessary bureaucracy. They’re looking for a partner who understands their context, anticipates their needs, and can seamlessly adapt to change. A partner they can talk to without pretense. Alicja Jaworska adds: Firms wanting to collaborate effectively with founders must adapt to their tempo. It requires deep business understanding, openness to unconventional work conditions, and a willingness to learn from one another. This is a modern approach that rejects unnecessary formalities in favor of co-creating real value – in real time, in motion, and in response to actual business needs, not just job descriptions. What Startups Need in 2025: Talent, Traction, and Trust The startup landscape in 2025 presents many challenges. Global venture capital funding has dropped by over 25% year-over-year. Hiring budgets are under tighter scrutiny, and gaps in leadership teams can cost more than just time – they can stall critical phases of company growth. In this demanding environment, acquiring the right talent is harder than ever. Candidates are more selective and aware of what they want. They’re not just looking for an exciting role – they want purpose, trust, and a company they can truly identify with. To attract top-tier professionals, startups must stand out by offering: A values-driven, respectful company culture Transparent communication and clear goals Authentic and consistent leadership In times of uncertainty and limited resources, a poor hiring decision isn’t just a financial burden – it’s a real risk to the company’s continuity and competitive edge. That’s why every hiring decision should be preceded by a thorough analysis: from compensation benchmarks and market mapping to precise role definition and cultural fit assessment – always aligned with the CEO’s expectations and the organization’s unique DNA. Alicja Jaworska notes: In my experience, effective collaboration with startup CEOs requires more than delivering solutions. Advisory firms should help founders define the actual need – so they can attract talent that brings not only the right skills but also a sense of accountability, cultural alignment, and belief in the company’s direction. That’s the combination that drives long-term success – for both the organization and the new leader. Executive recruitment consulting for startups is now much more than sourcing and selection – it’s strategic, flexible, and rooted in a deep understanding of organizational context. Communication That Keeps Pace with Founders What communication style do startup CEOs prefer? The same one they apply to everything else – fast, direct, and flexible. That’s why engaging with founders must reflect the rhythm of their everyday work. There’s no room for endless conference-room meetings. What matters is speed and real-time availability. It’s late-night WhatsApp messages, quick Slack threads, joint project reviews in Figma. We show up where the real work happens – in real time, in their native environments, fully in the flow. Alicja Jaworska mentioned: Our experience with startup founders has shown us that genuine business relationships are built on trust and peer-level communication. We don’t produce lengthy reports when a simple shortlist with concise insights will do. As a consulting firm, we don’t believe in one-size-fits-all leadership models. Every hire is a pivotal moment. Every recruitment process is an opportunity to shape a stronger future for the organization. We’re not here to just fill positions. We help founders build the foundation of leadership – leadership that becomes an integral part of the company’s DNA. Passion, transparency, and purpose aren’t “nice to have” – they’re non-negotiables. We know how to listen, not just speak. And most importantly – we learn from one another. About the Author Alicja Jaworska, Partner Chair & NED at Neumann Executive, brings extensive experience in executive search, interim management, and the pharmaceutical industry. As a trusted advisor, Alicja plays a pivotal role in fostering organizational transformation. Her strategic insights are highly valued in boardroom discussions, where she offers guidance on crucial matters affecting the organization’s future. With an unwavering commitment to ethical practices and a talent identification knack, Alicja identifies and nurtures board leadership roles. She drives business opportunities and adeptly manages risks, ensuring the organization maintains a balanced approach toward growth and sustainability. We appreciate your interest in our executive search solutions. We are here to offer tailored
The Future of 50+ Leaders in Poland: Opportunities and Challenges Compared to European Markets
Article by Sylwia Fronc C-suite wisdom, now in audio. Press play: The professional landscape for leaders aged 50+ is evolving rapidly, both in Poland and across Europe. With decades of experience and strong leadership skills, senior executives remain valuable assets to organizations. However, shifting market demands, generational preferences, and the rise of digital transformation present unique challenges and opportunities for seasoned professionals. In this article, Sylwia Fronc, Head of Executive Advisory and Partner at Neumann Executive, explores the current situation of 50+ leaders in Poland, comparing it with other European markets. She delves into key trends, challenges, and potential career paths for experienced professionals looking to continue their careers or transition into new roles. The Role of Experienced Leaders in a Changing Market In Poland, the gender pay gap is noticeable, but it is not the most challenging issue to address. The primary challenge lies in the lack of transparent salary systems and the internal consistency of base salaries – ensuring comparable pay for the same work or work of equal value. In practice, salary differences for the same position can reach 30-50%. Various factors contribute to these discrepancies, such as long tenure, labor market dynamics, mergers and acquisitions, and restructuring. The Directive will make these issues subject to public scrutiny rather than internal company matters. Market Demand and Aging Workforce Poland, like many European countries, faces the challenge of an aging workforce. While younger leaders (30-40) are often favored in startups and the tech industry, more traditional sectors such as manufacturing, finance, and large corporations tend to value experienced leaders (50+). This pattern is also seen in other Eastern European countries, where deep institutional knowledge is crucial for navigating economic transitions. Compared to Western Europe, where leadership roles are more evenly distributed across age groups, Poland places greater emphasis on youth in tech and innovation while older leaders continue to dominate established industries. Western European countries, such as Germany, the UK, and the Netherlands, generally embrace a broader age range in leadership, prioritizing experience over youth. However, in economies driven by digital transformation – like the UK and Scandinavian countries –younger leaders are more prevalent in tech and innovation. As a result, Poland may seem slower in fostering age diversity in leadership compared to these markets, where inclusivity extends across various demographic factors, including age. Retirement and Career Longevity In many Western European countries, people in their 50s are expected to remain in the workforce for another 15-20 years, with organizations implementing policies to support the continued employment of older workers. Similarly, in Poland, while retirement age plays a key role in determining career length, societal expectations are evolving, with many 50-year-olds still pursuing executive roles or starting their own ventures, reflecting the broader European trend of extended working lives. However, age discrimination remains a challenge in Poland, despite growing awareness and efforts to include people over 50 in leadership recruitment. Some sectors, particularly dynamic industries like IT, still exhibit biases favoring younger leaders, whereas Western European countries generally offer stronger legal protections against age discrimination, helping older professionals remain competitive in leadership roles. Career Reinvention After 50: Exploring New Leadership Opportunities Leaders over 50 who are looking to transition can leverage their experience, network, and expertise to explore a range career opportunities like: 1. Consulting Management or Executive Consulting: With decades of experience, leaders can offer strategic advice to smaller businesses or startups, helping them optimize operations, leadership strategies, or market positioning. Industry-specific Consulting: If you have a deep understanding of a specific industry (e.g. finance, healthcare, manufacturing), you can provide specialized expertise to companies needing guidance on industry-specific challenges. 2. Entrepreneurship Starting Your Own Business: many experienced leaders have the skills to start their own business in a field they are passionate about. This could range from a consultancy, an educational platform, a franchise, or even a tech startup depending on their background. Social Entrepreneurship: If there is a cause or social impact you care deeply about, starting a non-profit or social enterprise could provide a fulfilling new chapter in your career. Experience in leadership and organizational management can be key to successfully running such ventures. Franchise Business: For those looking for a structured, less risky approach to entrepreneurship, owning a franchise in a field like food, fitness, or service industries could be a good fit. Franchises offer a proven business model with the opportunity to leverage leadership skills without having to build a brand from scratch. 3. Board Membership Advisory Boards: You can join advisory boards for smaller companies, startups, or non-profits, providing valuable insights and helping to steer businesses towards growth. Corporate Boards: If you have strong connections and a deep understanding of corporate governance, you could join boards of directors for organizations, especially smaller public or private companies, or even non-profit boards. 4. Mentoring Mentorship Programs: Establishing mentorship initiatives, either independently or in collaboration with organizations, could help young professionals and mid-level managers navigate their careers. Mentoring is an especially valuable service for startup founders or rising managers looking to accelerate their leadership potential. 5. Freelance Writing or Public Speaking Content Creation: leaders with extensive experience can write books, create blogs, or produce articles on leadership, industry-specific topics, or personal development. This can also be monetized through speaking engagements or online content. Public Speaking: with the right platform, experienced leaders can become keynote speakers, sharing their wisdom on topics like leadership, organizational change, industry insights, and personal development at conferences or workshops. 6. Education & Training University Teaching: many institutions seek experienced leaders to teach business, management, or specialized courses. This could be in an academic setting or even in corporate training programs. Corporate Training: offering leadership development workshops or professional skills training to businesses, particularly SMEs, can be a profitable venture. Areas such as change management, leadership styles, negotiation, and conflict resolution are always in demand. 7. Networking and Community Building Building Professional Communities: Experienced leaders can form professional networks or industry groups that help others build connections and learn from one
Pay Transparency Directive – How to Maximize the Return on Investment in Compensation
Article by Sylwia Fronc Head of Advisory, Partner | Executive Search Article by Anna Jabłońska-Trepka Partner | Executive Advisory C-suite wisdom, now in audio. Press play: Salary transparency is becoming a key topic in human resource management. With the upcoming implementation of the “Pay Transparency” Directive in 2026, companies will need to align their compensation policies with the new regulations. The Directive aims to strengthen the principle of equal pay for men and women by eliminating both direct and indirect pay discrimination. While gender pay equity is a crucial aspect of the Directive, the real challenge for employers will be the obligation to disclose and streamline their compensation policies. How can organizations prepare for these upcoming changes? This question is addressed in this article by Anna Jabłońska-Trepka, a labor market expert, author of numerous Total Reward policies, and Partner at Neumann Executive Advisory, as well as Sylwia Fronc, Head of Neumann Executive Advisory and Partner at Neumann Executive. Pay Gap vs. Transparency in Compensation Systems In Poland, the gender pay gap is noticeable, but it is not the most challenging issue to address. The primary challenge lies in the lack of transparent salary systems and the internal consistency of base salaries – ensuring comparable pay for the same work or work of equal value. In practice, salary differences for the same position can reach 30-50%. Various factors contribute to these discrepancies, such as long tenure, labor market dynamics, mergers and acquisitions, and restructuring. The Directive will make these issues subject to public scrutiny rather than internal company matters. As long as compensation policies and practices remain undisclosed, and employees do not have direct access to them, organizations can manage them at their discretion. However, once transparency regulations are implemented, this will no longer be possible. Anna Jabłońska-Trepka, Partner | Executive Advisory How to Determine Job Value? To manage compensation effectively, it is essential to accurately determine the value of a job. Since work is performed within specific roles, a critical step is defining a clear job hierarchy. The most reliable tool for structuring positions is job evaluation, which assesses the importance and significance of roles within the organizational structure. Contrary to common belief, this process is neither lengthy nor burdensome. On the contrary, it is an excellent tool for analyzing job models, structures, responsibilities, and decision-making authority. During job evaluation, businesses and HR departments often identify opportunities to optimize organizational structure and responsibilities. The goal is to maximize business efficiency and increase the return on investment in salaries by strategically aligning roles and duties with key organizational priorities. The Directive provides suggested criteria for measuring job value but allows flexibility in defining individual company approaches. The outcome of job evaluation will be a structured job hierarchy, followed by a salary grading system. Another critical aspect is salary bands, which often fluctuate within a range of +/- 15-20% for specific job categories. While this approach does not fully align with the Directive’s requirements, historical labor market dynamics and compensation system evolution explain its prevalence. Salary negotiation practices, labor cost management flexibility, and the need for competitive salaries have contributed to the persistence of this model in many organizations. Performance Management – The Key to Effective Compensation Anna Jabłońska-Trepka highlights that a crucial aspect of the Directive is the increased use of Performance Management tools by employers. Performance-based pay is a variable component tied to achieving specific employee performance outcomes. Based on her 25+ years of experience, Anna observes that Management by Objectives (MBO) systems and incentive programs are often underutilized. Proper optimization of these tools could significantly enhance return on investment, leading to better business results and higher employee engagement. Defining Compensation Policies: A Strategic Approach The fundamental question for organizations is: “What business results will fund employee salaries?” The upcoming regulatory changes compel companies to revisit key salary policy questions: What do we pay for, how much do we pay, and how do we structure salaries? What competitive advantage do we want to offer employees, and what performance results should compensation reflect? Salary transparency should be viewed not just as regulatory compliance but as an opportunity to enhance organizational efficiency and attract top talent. What Will the Directive Change for Businesses? The new regulations will require employers to: Clearly define compensation principles, Disclose salary information at the recruitment stage, Provide employees with access to salary data, Monitor and report pay disparities. Anna Jabłońska-Trepka emphasizes that the Directive is already prompting many companies to review and refine their compensation structures, clarify policies, and communicate them transparently. Discussions surrounding the Directive are widespread in social and professional media, meaning that employees will soon expect full compliance. Current labor market research indicates that candidates are increasingly reluctant to apply for job postings without disclosed salary ranges. One potential benefit of transparency is a reduced pressure for salary increases. If companies are required to communicate pay structures openly, the availability of information will enable a more flexible approach to salary competitiveness. In the long term, this may contribute to labor market stabilization and greater predictability in salary policies. The Business Perspective on Pay Transparency According to Sylwia Fronc, Head of Advisory and Partner at Neumann Executive: The implementation of the Directive will not resolve all compensation challenges, but it will certainly enforce greater order in salary structures. Companies that proactively establish robust compensation governance, rather than waiting for regulatory enforcement, will have a competitive advantage in attracting and retaining top talent. Sylwia Fronc, Head Executive Advisory, Partner | Neumann Executive The Bottom Line The implementation of “Pay Transparency” principles is not just a legal requirement but also an opportunity to strengthen an organization’s market position and enhance its attractiveness as an employer. For companies that act now to improve salary transparency, this can become a crucial competitive edge in the future. About the Authors Sylwia Fronc is a Executive Search Consultant and Head of Advisory at Neumann Executive, bringing her extensive industry experience in the Private Equity, Venture Capital, Finance, Fintech, Green Energy and IT
The Art of C-Suite Recruitment: Identifying 10 Leadership Essentials
Article by Sylwia Fronc Head of Advisory C-suite wisdom, now in audio. Press play: The right leader has the power to propel an organization toward innovation and sustained growth. A wrong one can be a costly misstep that could take years to overcome. What is the secret of hiring outstanding executives capable of leading an organization through the turbulent waters of the modern business landscape? The answer lies in identifying the fundamental qualities distinguishing exceptional executives and combining them with the answer what kind of change this leader should bring to the organization at this stage. How Does C-Suite Hiring Differ from Traditional Recruitment Practices? C-level recruitment demands a nuanced approach that is distinct from standard hiring practices. While filling mid-level or senior roles often focuses on specific skills and competencies, identifying the right candidate for an executive position involves evaluating a broader spectrum of qualifications. It goes beyond reviewing resumes or focusing solely on industry expertise. Leadership as a Core Criterion Unlike standard roles prioritizing technical skills or operational efficiency, C-level recruitment candidates must be able to shape and execute a vision, bring strategical perspective in terms of the market opportunities and flexibility to respond to market changes. Organizations seek candidates who bring innovation, inspire, guide, and lead diverse teams toward a shared vision. Understanding what kind of aleadership style the candidate presents is the key as this is going to significantly shape organizational culture. A Higher Stake in Decision-Making Decision-making at the C-suite level carries significantly higher stakes than in standard roles. Executive roles involve decisions that can dramatically impact the organization’s trajectory, reputation, and financial performance. Broader Stakeholder Involvement Unlike regular hiring, where decisions may rest with a single department or manager, C-level recruitment involves multiple stakeholders, including board members and investors. This requires understanding all those perspectives and reconciling the needs of multiple parties. Extensive Due Diligence Beyond reviewing resumes and references, companies often conduct in-depth background checks, including past performance metrics, leadership track records, and extensive reputational checks. Networking and Headhunting Traditional outreach tactics fail to capture the attention of C-suite professionals. Instead, companies must target spaces executives trust and visit, such as industry associations, professional networks, and specialized market research platforms. Small and Exclusive Candidate Pool One of the most significant differences between regular recruitment and the C-level hiring process is the limited availability of suitable candidates. The talent pool for executive positions is much smaller because of stringent requirements such as their experience. Traits to Prioritize in C-Suite Recruitment According to Deloitte’s Research, historically, roles such as Chief Financial Officers (CFOs) and Chief Operating Officers (COOs) focused heavily on internal operations, financial management, and cost optimization. Today’s modern business challenges demand the extension of these traditional role requirements: Industry-Specific ExpertiseManaging compliance in heavily regulated sectors and understanding the complexities of the field are essential for roles such as CFOs. Executives with deep knowledge of the industry’s nuances, trends, and regulatory environment are better positioned to make informed decisions. Industry expertise enhances credibility with stakeholders, including investors, clients, and employees. Innovative ApproachAs companies focus on the road ahead, the success of C-suite leaders increasingly hinges on their ability to embrace innovation. According to the State of the CIO Report, senior executives now dedicate a significant portion of their time to driving business innovations (34%). This reflects a broader realization that it demands forward-thinking leadership. Innovative leaders recognize the importance of taking calculated risks, exploring uncharted territories, and seizing emerging opportunities. They empower their teams to experiment, collaborate, and think outside the box. Digital FluencyDeloitte’s study identifies a rising emphasis on digital fluency as a critical skill for modern-time executives. Companies recognize that leaders who understand emerging technologies, such as artificial intelligence and automation, are better positioned to capitalize on efficiency and revenue generation opportunities. Digital transformation is no longer relegated to IT departments; it is now a central focus for C-suite leaders across the organization. Crisis Management and ResilienceCrisis management is a fundamental skill for C-suite executives. Effective leadership in times of uncertainty must maintain the confidence of stakeholders while laying the foundation for long-term recovery and resilience. Executives must demonstrate the ability to lead decisively and calmly while navigating economic downturns, reputational crises, or operational disruptions. According to a McKinsey survey, 74% of C-level executives reported being somewhat or well-prepared to deal with crises. Agility and AdaptabilityC-suite executives are expected to lead organizations smoothly through economic volatility and supply chain challenges. That’s why organizations require leaders who quickly adapt and make informed decisions, are open to exploring new ideas, and embrace changes as opportunities. Only their agility can ensure that organizations remain resilient and competitive, even in the face of uncertainty. The Economist states that 90% of executives believe organizational agility is critical to business success. Results OrientationAchieving tangible results should be a key focus for C-level executives. Focusing on achieving measurable outcomes ensures that leaders align with the organization’s performance goals and can drive team accountability. Moreover, a results-oriented approach strengthens stakeholder confidence and promotes a culture of growth. Effective CommunicationEffective communication is a cornerstone of successful leadership. C-level executives must articulate complex strategies in a clear and compelling manner to sell their vision, align with stakeholders, and inspire their teams. Moreover, strong communication skills help executives adapt their message to diverse audiences, creating a unified understanding of goals and reinforcing a shared sense of purpose within their organization. Emotional Intelligence (EQ)Emotional intelligence is an indispensable trait for C-level executives, shaping their ability to lead with empathy and build strong relationships across the organization. A high level of EQ enables leaders to navigate the interpersonal dynamics of a whole company. Research conducted by Professor Guillermo Bermúdez-González confirms that emotional intelligence has a positive effect on innovation — particularly in terms of product development speed and technological advancements. Negotiation SkillsExecutives with strong negotiation skills can secure favourable outcomes in high-stakes discussions. They must clearly understand their position and balance their roles as negotiators and mediators to address organizational challenges. At this level,
Navigating the Complexities of Networking at the Executive Level
Article by Agata Partyka Executive Search Consultant C-suite wisdom, now in audio. Press play: Networking at the C-level is more than a simple exchange of business cards or a handshake. It involves strategic alliances that can impact personal careers and the performance of entire organisations. At the executive level, networking serves as a platform for building trust and establishing partnerships that can shape the future of a whole company. An author and marketing expert Porter Gale once said “Your network is your net worth”, emphasizing that connections are a powerful currency in the high-stakes business world, where a well-established professional network is not just an advantage… it is a necessity for sustained success. The Strategic Importance of Executive Networking Executive networking is about creating a web of influence to generate significant business opportunities. It goes beyond simple transactions and focuses on long-term relationships that benefit both parties. At its core, it is a strategic initiative that builds trust and allows the exchange of resources and expertise. Building a well-established network is a significant skill that can profoundly impact career advancement and organisational success. It can open doors to new ventures and even help shape the direction of entire organisations. It’s a professional asset and a dynamic ecosystem of support. However, this level of networking requires a clear understanding of diplomacy, corporate politics, and strategic alliances. Executives must be able to articulate not only what they bring to the table, but also how they can serve others. To maximise their opportunities, C-level managers should identify key stakeholders, decision-makers, and influencers within and outside their industry, positioning themselves as valuable partners and professionals rather than acquaintances. Unlocking Hidden Opportunities of C-Level Networking Executives often create connections beyond the walls of their organisations. Leveraging these relations can lead to new opportunities both in terms of personal career and business development: Strategic partnerships: Networking enables leaders to connect with like-minded executives, opening doors for joint ventures and strategic alliances. Access to hidden opportunities: Many executive roles are not publicly advertised, making networking essential for uncovering them. An extensive network allows executives to gain access to the hidden job market. Long-term professional growth: Building genuine relationships provides continuous learning opportunities and supports career resilience in a demanding corporate landscape. Strengthened negotiation power: Relationships with other leaders can strengthen negotiation positions, as established networks can bring additional influence and backing to strategic deals and collaborations. Enhanced reputation: A well-connected executive network elevates a leader’s industry reputation, reinforcing their influence and credibility within and beyond their sector. Long-term benefits: Beyond immediate recruitment needs, strategic networking can provide lasting advantages, such as insights into industry trends or resilience during economic downturns. In such moments, the strength of a network is tested and those who have invested in building genuine connections find themselves better equipped to navigate uncertainty. The Shift from Networking to Relationship-Building Networking at the executive level is no longer about attending a single event or writing a short email. It’s about cultivating long-term connections that will yield benefits over time. C-level managers establish mutually beneficial relationships that lead to strategic cooperation. When executives gather together, their most successful interactions don’t revolve around financial forecasts or business strategies. Instead, they must have a shared purpose. Thanks to alignment in vision, C-level managers seek partners who resonate with their outlook. Networking at the executive level is about seeing eye to eye on the big picture. This focus on shared vision also means that C-level networking often extends beyond traditional industry boundaries. Executives are increasingly aware that innovative solutions can come from unexpected places. For instance, a pharmaceutical executive might find common ground with a tech CEO, leading to advancements in digital health. In this way, cross-industry networking has become a vital part of the executive landscape, opening up avenues for collaboration that might have seemed improbable a decade ago. This shift from networking to relationship-building reflects the complex nature of the C-suite itself. Today’s executives are expected to navigate multiple domains — from strategy and innovation to social responsibility and global impact. It demands a more nuanced approach to connections. By focusing on relationship-building and shared purpose, C-level leaders recognize that true progress often arises from diverse perspectives and collaboration. This evolution in networking underscores the need for flexibility, adaptability, and a readiness to embrace unconventional partnerships. The Unspoken Rules of Executive Networking C-level networking doesn’t follow the usual rules. Executives connect through invitation-only events, private gatherings, and exclusive industry conferences. Studies show that executives are more likely to invest time in networking opportunities that offer thought leadership and visionary discourse. For instance, gatherings like the World Economic Forum and EY’s Strategic Growth Forum or sector-specific think tanks allow executives to connect on a level beyond the transactional, focusing instead on transformative concepts. By doing so, they create partnerships rooted in aligned goals, which can manifest in strategic alliances, joint ventures or influential advisory roles — says Agata Partyka, in Neumann Executive. Absolute confidentiality Confidentiality is a crucial aspect of C-level networking. Executives are accustomed to handling sensitive information and need to trust their peers. The stakes are high and a breach of confidence could mean a loss of trust or even reputation damage. This discretion isn’t just expected. It’s essential at this level. Common vision Moreover, executives’ values and vision need to align. When connecting with peers, executives often look for compatibility regarding corporate culture, values, and strategic goals. In a world where ESG concerns are increasingly significant, an alignment in values can make or break a potential partnership. Two executives are more likely to bond over shared values — such as a commitment to sustainable growth or innovative solutions, than over a specific sales pitch or profit margin. Quality Over Quantity At C-level networking, the emphasis is on quality over quantity. Unlike mid-level managers who may benefit from expanding their LinkedIn network by the thousands, executives focus on fewer but far deeper connections. Each interaction is deliberate and strategic. Unlike lower levels of management, where
How Can Leaders Pragmatically Navigate in the VUCA World?
Article by Joanna Pommersbach Executive Search Consultant C-suite wisdom, now in audio. Press play: VUCA World is a bit like an amusement park: it’s full of thrilling rides — but not all of them are fun. Chris Ertel and Lisa Kay Soloman’s metaphor perfectly illustrates the unpredictability, volatile, and ambiguous nature of today’s business landscape. In this ever-evolving world, executives must be prepared for both the excitement of new opportunities and the potential setbacks that come with unexpected disruption. How well they handle the ride depends on their agility, resilience, and readiness for whatever comes next. Are you curious to see how they fare? Let’s dive into how real leaders can programmatically navigate in an uncertain VUCA world. VUCA: A Framework for Leadership in an Unpredictable World The term VUCA, which stands for volatile, uncertain, complex, and ambiguous, was introduced in 1987 by the American Military¹ to describe a complex and unpredictable world. It was a result of the hardships of the Cold War. The military recognized that thriving in these conditions required a particular type of individual who could easily navigate this chaos. Today’s world is changing at a pace we have never seen before. Therefore, the concept of VUCA represents the environments where rapid change and unpredictable dangers make it impossible to grasp all the facts or understand the full spectrum of influencing factors. In such settings, modern leaders are often required to make decisions without complete information and with unclear outcomes. VUCA in the Modern Business Landscape In the last two decades, the term VUCA has transitioned from its military origins to a widely adopted concept in the business world. For example, many organisations recognized the same volatile, uncertain, complex, and ambiguous conditions in the modern economy. The reason was simple: it mirrors the unpredictability of military environments. To manage these challenges effectively, leaders can adopt several pragmatic strategies: 1. Volatility: Building Resilience Despite Unpredictability Volatility refers to the speed and unpredictability of change. Market disruptions, economic shifts, and technological advancements are just a few examples of this aspect of VUCA. It involves events such as the 2021 Suez Canal obstruction and the appearance of artificial intelligence. The blockage lasted for six days and resulted in an estimated $60 billion in disrupted trade, with about $9.6 billion in goods held up each day². To thrive in such an environment, leaders must build resilience within their organisations and prepare adaptive strategies. By creating buffers — whether through diversified supply chains, cross-functional teams or financial reserves — they can mitigate the impact of sudden and unpredictable shifts. Moreover, executives must cultivate a culture of agility, encouraging employees to embrace change rather than resist it. 2. Uncertainty: Making Data-Informed and Transparent Decisions Uncertainty, a second core element of VUCA, arises when the future is unclear, and its forecast becomes nearly impossible. This type of uncertainty occurs when there are too many unknown variables, making it difficult for organisations to predict what will happen. An example of uncertainty could be seen in the economic landscape after a global pandemic, influenced by various factors, including supply chain disruptions, changes in consumer behaviour, and geopolitical tensions. In response to uncertainty, pragmatic leaders must focus on building data-driven cultures. They should invest in advanced analytics and artificial intelligence to interpret complex data sets and identify patterns that provide actionable insights. However, effective executives should recognize the limitations of even the most sophisticated algorithms. Their decisions should be made with complete transparency, as this openness builds trust and reduces anxiety within the workforce. 3. Complexity: Prioritizing in a Tangle of Variables In a VUCA world, complexity arises from the interdependence of numerous variables — regulatory environments, technological ecosystems, and more. A clear example of complexity can be found in the global supply chain, which involves numerous suppliers, manufacturers, logistics providers, and markets worldwide. To manage this complexity, leaders must look at problems holistically and prioritize actions with the highest impact. This requires a sharp focus on core organisational objectives. That’s why executives should actively promote knowledge-sharing and collaboration across different departments and outside the organisation to find innovative solutions. 4. Ambiguity: Cultivating Agility and Flexibility Ambiguity in a VUCA world can stem from unpredictable markets, disruptive technologies, or shifting consumer behaviours. The emergence of disruptive technologies such as blockchain or AI is a prime example of ambiguity. Agile leaders must make decisions with little certainty about which path will lead to success. They should be comfortable with uncertainty and capable of experimenting with new approaches when faced with unclear situations. They must also encourage their teams to learn from both successes and failures. Who is Best Suited for Success in a VUCA Environment? Navigating the turbulent waters of the VUCA world requires visionary leadership. Those most likely to succeed are individuals who demonstrate flexibility and adaptability. These professionals accept change and actively seek new experiences and challenges. Successful individuals in this context are also resilient and can maintain focus and productivity despite disruptions. According to organisational psychologist Dr. David Smith³, PhD, leaders who excel in a VUCA world must possess a strong grasp of “learning agile.” These executives are flexible, adaptable, and enthusiastic about new experiences and opportunities. Moreover, they thrive on learning quickly and value innovation. Building a VUCA-Ready Organisational Culture Beyond individual leadership capabilities, it’s essential to create a VUCA-ready culture. Leaders must create environments where risk-taking and adaptability are celebrated. This requires a departure from traditional hierarchical structures and a move towards flatter, more agile organisations that can respond quickly to external pressures. In a VUCA-resilient organisational culture, employees at all levels should feel empowered to contribute ideas and challenge the status quo. According to Dr Karheinz Steinmüller, PhD, a Chair of the German Node of the Millennium Project:⁴ Companies should include foresight or anticipatory mechanisms in their strategies. There should be employees who anticipate upcoming events, think outside the box, and even consider things that are usually not on the table. These measures can help in making the company “future-proof”,
The Traits of Effective VC Partners: A Comprehensive Analysis
Article by Lumir Meloun Executive Search Consultant C-suite wisdom, now in audio. Press play: Venture Capitalists are often seen as the sheriffs of Silicon Valley, leveraging their financial influence and critical acumen to guide the startups’ destinies. But beyond the chequebooks, what are the characteristics that truly define an effective VC partner? Uncovering these qualities reveals a blend of intuition, expertise and strategic foresight rarely found in other business realms. This article explores the traits distinguishing successful venture capital partners and highlights their importance for startups and venture capital firms alike. Understanding the Role of VC Partners Venture capital investments are a significant engine of innovation and growth. Their success stories rely on entrepreneurs and venture capital fund managers, who have both experience and expertise in this field to help firms grow and become world-leading companies. According to the National Bureau of Economic Research (NBER), the partners’ human capital is two to five times more important than the VC firm’s organizational capital in explaining their performance. Effective venture capital partners’ involvement extends beyond just funding. They provide strategic guidance, industry connections and a deep understanding of market dynamics. In essence, the involvement of skilled venture capital partners is integral for startup expansion. These traits are crucial not only for young companies aiming to scale their operations, but also for venture capital firms as they seek to maximize substantial returns on their investments. However, a critical question arises: what are the attributes of a successful venture capital partner? Let us explore it further: 1. Deep Domain Expertise Effective venture capital partners should possess profound knowledge and experience in the industries they choose to invest in. Deep domain expertise is essential for providing valuable guidance to portfolio companies. Their decisions are grounded in a thorough understanding of industry-specific challenges and opportunities. This not only increases the likelihood of a startup’s success but also contributes to the overall strength and resilience of the venture capitalist’s portfolio. VC partners with a strong grasp of market dynamics are better equipped to evaluate startups’ potential, recognizing nuances that might escape a generalist investor. Their expertise allows them to anticipate industry shifts and foresee future opportunities, thereby positioning both the startup and the investment for success. Intel Capital’s investment in DocuSign, a leader in electronic signature solutions, showcased the synergy between technological expertise and innovative potential. The collaboration contributed to DocuSign’s successful IPO in 2018, demonstrating the power of the expert VC partner in propelling the technology company forward. This example proves Intel Capital’s deep understanding of the technological landscape and future directions. According to analysts, this year DocuSign was classified as a Zacks Rank #3 (Hold) stock, with a Growth Style Score of A and a VGM Score of A. 2. Strategic Vision Effective venture capital partners are also defined by their ability to look beyond immediate hurdles to guide VC-backed companies toward sustainable growth. Their strategic vision allows them to see beyond the volatility of the business landscape. VC partners with a clear and far-reaching vision can steer early-stage firms through the complex and demanding landscape of expansion. VCs are eager to take calculated risks that can yield substantial returns. They recognize upcoming challenges and are prepared to support their portfolio companies through these critical junctures. By maintaining a long-term focus and providing the necessary strategic guidance, these VCs help startups overcome obstacles and position them to capitalize on emerging opportunities. Strategic vision is particularly critical when startups face the need to shift direction. For example, when Twitter first emerged as a podcasting platform under the name Odeo, the long-term strategy of its investors prompted a change towards a microblogging service. This decision ultimately led to its success as a social media giant. A parallel case is Instagram, initially conceived as Burbn — a mobile check-in app with gaming and photo-sharing elements. When the platform struggled to gain traction in a crowded market, the founders, Kevin Systrom and Mike Krieger, narrowed their focus to one key feature — the photo-sharing feature. 3. Strong Network and Connections A formidable network and the ability to leverage connections are among the most valuable assets that an effective VC partner can offer. By connecting young companies with the right people and opportunities, they provide far more than capital. They are given access to potential clients, key hires, co-investors and strategic partners. For instance, only VCs with strong and nurtured connections can gain access to Fortune 500 or Global 2000 clients for their portfolio software companies. Furthermore, by building and maintaining relationships across various industries, successful venture capital partners are often the first to identify emerging opportunities and secure investments in groundbreaking ventures before they reach the public eye. This proactive approach to networking allows them to more effectively check the potential of new enterprises. According to the Affinity report, leading VC firms also actively communicate with their established networks, thus strengthening relationships and supporting their portfolio companies. Cultivating existing relationships proves advantageous, particularly as 33% of dealmakers anticipate that more than half of their transactions come from their current networks. 4. Collaborative Approach One key trait that sets the most influential venture capital partners apart is their collaborative approach. Such partners understand the delicate balance between providing guidance and respecting a team’s autonomy. Instead of imposing unnecessary influence, they work alongside the founders. This partnership model fosters a relationship built on mutual respect, where the VC’s expertise complements the founders’ vision, leading to better outcomes. Respect for enterprise development characterizes Andreessen Horowitz a16z — one of the most successful venture capital companies, as it is stated on their official website: a16z Enterprise is defined by respect for the entrepreneur and the entrepreneurial company-building process; we know what it’s like to be in the founder’s shoes. Our operating team provides entrepreneurs with access to expertise, insights, and a robust network of experts as part of our commitment to help our portfolio get to market and scale. 5. Decisiveness and Adaptability Decisiveness and adaptability are the hallmarks of an effective
Building High-Performing IT Teams: Strategies for Fostering Collaboration, Communication and Client Focus
Article by Oleksandr Koval Executive Search Consultant C-suite wisdom, now in audio. Press play: Talent wins games, but teamwork and intelligence win championships. This famous Michael Jordan quote reflects a truth that extends far beyond the basketball court and into successful IT organizations. In the technological landscape, talented individuals are essential but insufficient to drive sustained success. Only the synergy of collaboration, communication, and client focus can truly define technological teams. It is the integration of these elements that creates an ecosystem where innovation thrives and client satisfaction is guaranteed. This article delves into the foundational strategies to build, sustain and cultivate high-performing IT teams. Unveiling the Traits of High-Performance IT Teams In an era where technology is the foundation of all business operations, any organization’s success hinges on its IT teams’ capabilities. They drive innovation, enhance performance, and maintain a company’s competitive edge. Moreover, building high-performing teams is crucial, particularly in the technology sector, where the margin for error is slim and the pace of change is relentless. A top-notch IT team cannot be defined solely by its technical expertise. True excellence is a blend of unique skills — a deep understanding of technology, a keen awareness of client needs, and alignment with the organization’s goals. According to McKinsey, top teams working toward a mutual purpose are 1.9 times more likely to achieve above-median financial performance. This requires a proactive mindset, where team members do not just react to changes but also drive innovation. A tech talent that makes up high-performing IT teams must also demonstrate a growth mindset, adaptability, interactive approach and commitment. Effective leadership plays a central role in this process. Strong and mindful managers are not just taskmasters and supervisors. They set the direction, inspire team members, and create a growth mindset culture. IT executives understand that a team’s true strength lies in tech savviness and the ability to work cohesively towards a common goal. Strategies for Fostering Collaboration in IT Teams Collaboration creates a sense of unity that enables a high-performing IT team to fully realize its potential and accomplish significant outcomes. It’s essential to break down silos and encourage interdepartmental communication and shared ownership. Establishing such a culture begins with mindful leadership. Research conducted by the Harvard Business Review highlights that in every company that performs productively and innovatively, senior executives have made substantial investments in building and sustaining deep bonds across all levels of the organization. This can be done through face-to-face meetings, mentoring or off-the-record discussions. Google’s ’employee first’ culture is a compelling example. This tech giant is well-known for creating a work environment that prioritizes its employees’ well-being, growth and satisfaction. It encourages them to think outside the box and take risks. Google also allocates time for tech specialists to work on personal projects, known as “20% time”. This has led to the development of some of Google’s most successful products, like Gmail, Google News or AdSense. The Ongoing Debate Over Remote Work in Tech Industry There is another side of the coin regarding remote work and flexibility, which has become a contentious topic among leading IT organizations. This debate has been recently reignited by Eric Schmidt, former CEO of Google, who criticized the tech giant’s remote work policies during his lecture at Stanford University. He claimed that Google’s position on remote work has caused it to fall behind startups such as OpenAI and Anthropic in the race for AI dominance. His remarks, which went viral before being removed from YouTube, suggest a strong contrast between startup work cultures and those maintained by established IT behemoths. Schmidt criticized Google for prioritizing work-life balance over aggressive competitiveness and perceived it as a fundamental error: “Google decided that work-life balance and going home early and working from home was more important than winning. And the reason startups work is because the people work like hell.” His comments reflect a broader criticism within the IT industry, where the shift towards flexible work is often seen as contradictory to the high-commitment ethos that typically drives rapid technological advancement and market dominance. Sam Altman mentioned that working from home has limitations, adding a layer of complexity to the ongoing debate about the efficiency and innovation of remote working models. While Google and similar companies have implemented remote work to promote a healthier work-life balance, this strategy may, according to some critics, dilute the aggressive pursuit of technological leadership. The approach to remote work and flexibility may require reevaluation and balance, ensuring that it supports both the well-being of employees and the high-stakes demands of the tech sector. The Work Culture in Tech Industry Built in Silicon Valley Understanding the priorities when pursuing a tech career is also critical, particularly in the current climate where the IT industry faces a downturn. The Silicon Valley work ethic, built on determination, hard work, and an intense pace, is characterized by a “fail fast” mentality, encouraging rapid experimentation and constant iteration. This demanding atmosphere attracts some of the brightest minds willing to immerse themselves in their work. However, aspiring tech professionals also must align their personal goals with the intense demands of the “work hard, play hard” environment. The result is a challenging yet potentially rewarding working landscape. Businesses like Amazon have thrived by encouraging this intensive work ethic, where long hours and relentless pursuit of innovation are the norm. This approach has also been mirrored by companies like Tesla and Stripe, where a competitive environment is widespread. Only in these settings, tech startups and companies fueled by passionate founders and venture capitalists can work on new and innovative developments. Enhancing Communication within IT Teams It’s hard to argue with former US President Gerald R. Ford, who once remarked: “Nothing in life is more important than the ability to communicate effectively.” This truth is particularly relevant to enhancing dialogue within IT teams. In this fast-paced environment, precise and efficient interaction facilitates daily workflows. Effective communication in IT teams begins with the use of multiple platforms. Formal channels, such as
