Navigating the Complexities of Networking at the Executive Level
Article by Agata Partyka Executive Search Consultant 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 rapid networking is often encouraged, executives recognize
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 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 venture capital partner. Making quick, informed decisions
Building High-Performing IT Teams: Strategies for Fostering Collaboration, Communication and Client Focus
Article by Oleksandr Koval Executive Search Consultant 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 structured meetings and project management tools, provide
