Nowadays, investing in young people should not just be a slogan, but the best strategy companies should adopt to grow, innovate and gain competitive advantages over their competitors. Regarding Consea Head Hunting‘s experience in managing recruitment processes with the younger generation, a certain rigidity shown by candidates is emerging, expressed especially in terms of demands related to hybrid working opportunities, career plans and business ethics. As a result, there is often a significant lack of motivation and engagement when faced with an offer that fails to detail or satisfy these aspects.
WHAT CAN ORGANIZATIONS DO?
To make themselves more attractive to the younger generation, companies should first of all understand what is actually being sought, and in this regard, there is an increasing emergence of the importance for young people being able to identify with company values in terms of sustainability (environmental, valuing diversity, inclusive approach and equity), ethics, training (with an important focus on soft skills, skills that can become an asset to the individual and not just a direct benefit to the company as is the case with technical skills), policies for investing in resourcesand sharing the expected goals and their consequent development plans envisaged not only in terms of vertical growth, but also about involvement in initiatives, task forces and projects aimed at the well-being of the internal community. Equally important seems to be the attention paid to the work-life balance, flexibility and wellbeing policies within the organization.
In terms of attraction and retention, an important role is played by the organization’s external communication as the new generations put great importance to the company’s website and its presence on social networks as well as, in general, its web reputation.
COMPANY AS COMMUNITY
This focus is symptomatic of the fact that nowadays the company is no longer considered a mere workplace, on the contrary, it increasingly constitutes a real community for new generations, who can appreciate opportunities of involvement that can allow them to come closer and share experiences with other employees belonging not only to different areas or functions, but also to different generations; of this a significant example could be reverse mentoring.
BETRAYAL OR OPENNESS TO CHANGE?
In conclusion, we can highlight one more peculiarity: increasingly, new generations are experiencing change as a development opportunity to enrich their skills and, therefore, the decision to leave one company for another should not be experienced as a betrayal; on the contrary, it would be much more functional for the organization to maintain relations with the resource who has changed reality by opting for a new context. This attitude could generate future opportunities for a new encounter and possible opportunities to reintegrate the resource, enriched by the new experiences gained in the meantime.
India’s Labour Market: Navigating Opportunities, Challenges, and Strategic Growth
As companies continue to reassess their global operating models, India has emerged as one of the most attractive destinations for investment, manufacturing, and talent acquisition. Supported by favorable demographics, competitive labour costs, and a rapidly expanding economy, the country is increasingly becoming a key component of international growth and diversification strategies.
A Favourable Macroeconomic Environment
With a population exceeding 1.4 billion people, India is now the world's most populous nation. This demographic advantage provides organizations with access to a vast and continuously growing labour pool across a wide range of sectors and skill levels. From a cost perspective, India remains highly competitive. While labour costs have risen significantly in China over the past two decades, India continues to offer comparatively lower wage structures, particularly in manufacturing, engineering, business services, and technology functions. Combined with government initiatives aimed at attracting foreign investment and strengthening industrial capabilities, this has contributed to sustained economic growth and increasing international interest. The country's expanding domestic market further enhances its attractiveness, allowing businesses to access both production capacity and growing consumer demand within a single market.
Why Global Companies Are Investing in India
Increasing geopolitical uncertainty and supply chain disruptions have accelerated the adoption of "China Plus One" strategies, encouraging organizations to diversify operations across multiple Asian markets. As a result, a growing number of multinational companies have already established or are establishing manufacturing facilities, engineering centres, shared service operations, and technology hubs throughout India. Industries such as automotive, electronics, pharmaceuticals, industrial manufacturing, and information technology have been particularly active in expanding their presence. The country's leading business centres continue to attract the majority of investment and talent. Key hubs include Mumbai, Delhi NCR, Bengaluru, Hyderabad, Chennai, Pune, and Ahmedabad, each offering distinct strengths in areas such as manufacturing, technology, financial services, and research and development.
Opportunities and Structural Challenges
While India's potential is significant, organizations must also navigate a number of structural and cultural complexities. One of the most frequently reported challenges is the leadership capability gap. Although the country produces a large number of highly qualified graduates and technical professionals, demand for experienced leaders often exceeds supply. Companies expanding their operations in India frequently encounter difficulties in recruiting professionals with 15-20+ years of experience who combine technical expertise, international exposure, strategic thinking, and people leadership skills. As a result, leadership hiring timelines are often significantly longer than in more mature markets, and retention of key talent has become a strategic priority. Cultural considerations also play an important role. India is characterized by considerable regional diversity and remains influenced by social structures that have evolved over centuries. Business practices, communication styles, and expectations around hierarchy can differ substantially from those commonly found in Western organizations. In addition, while the business environment has improved significantly, companies may still encounter challenges related to bureaucracy, regulatory complexity, and varying governance standards depending on the region and industry.
Talent and Leadership: The Critical Success Factor
As India continues to attract international investment, the competition for talent is intensifying. While access to talent is generally strong, employee retention remains a challenge in many sectors. In technology, engineering, shared services, and multinational environments, professionals are often presented with multiple opportunities, creating intense competition among employers. Organizations increasingly invest in employer branding, career development programs, leadership coaching, and internal mobility initiatives to improve retention and engagement.
Conclusion
India's long-term opportunity extends far beyond labour cost advantages. The organizations that will be most successful are those that approach India as a strategic talent market, investing in leadership development, employee engagement, succession planning, and organizational capability building. In an environment where competition for top talent continues to intensify, human capital strategy will increasingly determine which companies are able to translate India's growth potential into sustainable business success. Author: Matteo Scipioni Bertoli - Head of Business Development & Delivery APAC
Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations
According to several market studies, the talent shortage has reached its highest level in Mexico. This is due to a lack of specific skills (a mix of technical capabilities and human factors) required from companies, especially in particular industries. Combined with the accelerated technological change management process e digital transformation we are living in, the scarcity of talent availability is further complicating the recruiting needs of many hiring managers. In 2022, in Mexico, and in some LATAM countries, more than 60% of employers reported difficulties in finding the right match – the highest number in the last 10 years. Today, it became essential to many organizations, to improve workforce skills as well as train and "recycle” professional talents in order to fill their internal positions and stay competitive. These two techniques are called Upskilling & Reskilling. Upskilling is the process of learning new skills or of teaching workers new skills. Reskilling is the process of learning new skills so you can do a different job, or of training people to do a different job. These tools became pivotal to address the Human Capital needs within the work environment, as well as to promote career pathing, succession planning, and retention programs, for most companies. Within the markets Consea operates with, we identified few sectors that currently are presenting the greatest demand for high-skilled profiles in Mexico: supply chain and manufacturing, finance and administrative positions, sales and marketing and engineering. To support your Human Capital needs, Consea Groupcan design a consulting plan tailored for your company, defining together an effective TALENT SEARCH and COMPANY CULTURE FITTING strategy. Follow Consea Group on LinkedIn to stay up to date on the latest trends in the labor market and to find out how to create and maintain a positive working environment in your organization. Authors Enrique Pedroza - Business Development Manager in Consea Group, Mexico Read the article in Spanish:
Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones
Acorde a diferentes estudios de mercado, la escasez de talento ha llegado a su nivel más alto en México. Esto se debe a la falta de habilidades específicas (una combinación de capacidades técnicas y factores humanos) requeridas por las empresas, especialmente en industrias particulares. Combinado con el acelerado proceso de gestión del cambio tecnológico en el que vivimos y transformación digital, la escasez de talento complica aún más las necesidades de muchos Gerentes de contratación. En 2022, en México y en algunos países de LATAM, más del 60% de los empleadores reportaron dificultades para encontrar el personal adecuado, el número más alto en los últimos 10 años. Hoy en día, se vuelve esencial para las organizaciones mejorar las habilidades de la fuerza laboral, así como capacitar y "reciclar" talento profesional para ocupar un nuevo puesto dentro de la compañía y mantenerse competitivos. Estas dos técnicas se denominan Upskilling & Reskilling. Upskilling busca enseñar nuevas habilidades a un trabajador para optimizar su desempeño, mientras que Reskilling también conocido como reciclaje profesional, busca capacitar a un empleado para adaptarlo a un nuevo puesto dentro de la empresa. Estas herramientas se vuelven fundamentales para abordar las necesidades de capital humano dentro del entorno laboral, así como para promover la orientación profesional, la planificación de la sucesión y los programas de retención para la mayoría de las empresas. Dentro de los mercados con los que opera Consea Group, identificamos algunos sectores que actualmente presentan la mayor demanda de perfiles altamente calificados en México, tales como cadena de suministro, manufactura, finanzas, administrativos, ventas, mercadeo e ingenierías. Para apoyar sus necesidades de Capital Humano, Consea Group puede diseñar un plan de consultoría a la medida de su empresa, definiendo en conjunto una estrategia efectiva de BÚSQUEDA DE TALENTO que AJUSTE A LA CULTURA DE LA EMPRESA. Sigue a Consea Group en Linkedin para estar al día de las últimas tendencias en el mercado laboral y saber cómo crear y mantener un clima laboral positivo en tu organización.
Nowadays, investing in young people should not just be a slogan, but the best strategy companies should adopt to grow, innovate and gain competitive advantages over their competitors. Regarding Consea Head Hunting's experience in managing recruitment processes with the younger generation, a certain rigidity shown by candidates is emerging, expressed especially in terms of demands related to hybrid working opportunities, career plans and business ethics. As a result, there is often a significant lack of motivation and engagement when faced with an offer that fails to detail or satisfy these aspects. WHAT CAN ORGANIZATIONS DO? To make themselves more attractive to the younger generation, companies should first of all understand what is actually being sought, and in this regard, there is an increasing emergence of the importance for young people being able to identify with company values in terms of sustainability (environmental, valuing diversity, inclusive approach and equity), ethics, training (with an important focus on soft skills, skills that can become an asset to the individual and not just a direct benefit to the company as is the case with technical skills), policies for investing in resources and sharing the expected goals and their consequent development plans envisaged not only in terms of vertical growth, but also about involvement in initiatives, task forces and projects aimed at the well-being of the internal community. Equally important seems to be the attention paid to the work-life balance, flexibility and wellbeing policies within the organization. In terms of attraction and retention, an important role is played by the organization's external communication as the new generations put great importance to the company's website and its presence on social networks as well as, in general, its web reputation. COMPANY AS COMMUNITY This focus is symptomatic of the fact that nowadays the company is no longer considered a mere workplace, on the contrary, it increasingly constitutes a real community for new generations, who can appreciate opportunities of involvement that can allow them to come closer and share experiences with other employees belonging not only to different areas or functions, but also to different generations; of this a significant example could be reverse mentoring. BETRAYAL OR OPENNESS TO CHANGE? In conclusion, we can highlight one more peculiarity: increasingly, new generations are experiencing change as a development opportunity to enrich their skills and, therefore, the decision to leave one company for another should not be experienced as a betrayal; on the contrary, it would be much more functional for the organization to maintain relations with the resource who has changed reality by opting for a new context. This attitude could generate future opportunities for a new encounter and possible opportunities to reintegrate the resource, enriched by the new experiences gained in the meantime. Authors: Sara Ruffinatti – Senior Consultant & Executive Coach Marzia Pio – Junior Consultant at Consea Executive Search
The executive search and recruiting scene in the US are continuously evolving, thanks to a mix of economic and tech factors. As businesses face new challenges, the need for top-notch recruitment services, especially for executive roles, is on the rise.
Challenges in 2025
Talent Competition: There's a high demand for experienced professionals, but not enough talent to go around. Companies need to offer great benefits, flexible work options, and strong leadership cultures to attract top executives. Remote and Hybrid Work: Remote and hybrid work models are expanding talent pools but also increasing competition. Companies need strategies to maintain culture, productivity, and collaboration in distributed teams. While companies are trying to go back to a work-in-office schedule, the market is still pushing for hybrid and remote. Tech Integration: While AI and automation are revolutionizing recruitment, there's a risk of bias in AI algorithms and impersonal candidate experiences. Employers need to balance tech use with a human touch. Evolving Workforce Expectations: Gen Z professionals prioritize purpose-driven work, flexibility, and career growth. Companies must adapt to these expectations to attract young talent and be able to create a safe space where different generations can discuss and learn from each other. With our Human Capital Consulting division, Consea can help you to implement several programs (like leadership programs, team building, youth academy, etc.) to support your organization and how to navigate the transformational moments we live in. Diversity, Equity, and Inclusion (DEI): Candidates want employers committed to DEI. Companies that don't prioritize this may struggle to attract diverse talent and face reputational risks.
Tips for Companies Entering the US Market
Conduct Thorough Market Research: Understand the local market dynamics, consumer behavior, and competitive landscape. This helps tailor your products or services to meet US consumer needs. Consea can help you to deploy market mapping through competitors benchmarking to win the talent competition. Develop a Strong Value Proposition: Clearly define what makes your product or service unique. Focus on benefits that matter most to your target audience and consider cultural nuances when crafting your message. Establish a Local Presence: Setting up a US-based office or partnering with local distributors can enhance your brand's credibility. Hiring local employees provides valuable insights into the market and helps build stronger relationships with customers. Ensure Legal Compliance: The US has complex regulations that vary by state and industry. Make sure you understand and comply with these laws to avoid legal issues. Understand the Competition: Research competitors to understand their strengths, weaknesses, and market positioning. This helps you identify opportunities and position your brand effectively. Adapt to Local Preferences: Conduct surveys or focus groups to gain insights into local consumer preferences. Tailor your marketing strategies to better meet the needs of US consumers.
Consea: Your Global Partner with Local Expertise
Consea is right in the mix of these trends, offering top-notch executive search and consulting services. We've been in Chicago since 2017, blending global expertise with local market knowledge. As an experienced executive search firm in Chicago and a trusted global recruitment agency in the USA, Consea delivers tailored solutions that combine local insight and global reach to help clients navigate the evolving executive recruitment landscape and find the right leaders for success. For more info on how Consea can support your executive search needs, explore our website.
Digital Transformation at the Top: Why Companies Need Leaders Fluent in AI and Innovation
Digital transformation is reshaping every sector of the global economy. While technology continues to evolve at extraordinary speed, meaningful transformation still depends on people. More specifically, it depends on leaders who can connect strategy with innovation and guide organizations toward new ways of working. AI is no longer a technical consideration but a fundamental leadership capability. Artificial intelligence, automation, and data analytics are redefining how companies operate and compete. For most organizations, the challenge is no longer whether to adopt these technologies but how to embed them into decision making and long-term growth. This requires executives who are open to change and confident in navigating it. Leaders fluent in AI and innovation are becoming essential.
Why Digital Transformation Fails Without Leadership Buy-In
Many digital initiatives fail because they begin at the operational level without full alignment at the top. When executives see digitalization as a technical upgrade rather than a strategic evolution, progress becomes fragmented. Teams may introduce new tools or systems, yet the broader cultural and organizational shifts do not follow. Successful organizations take a different approach. They view digital transformation as a collective effort that depends on clarity of vision and the ability to bring people together. Leaders play a central role in explaining why change is needed, setting priorities, and supporting teams as they learn and adapt. Their involvement provides direction through uncertainty and helps build the trust required for innovation to take root.
The Business Risk of Executives Without Digital Expertise
As markets shift and new technologies accelerate, the cost of appointing leaders who lack digital fluency continues to rise. Executives are expected to interpret complex data, evaluate AI-driven insights, and make decisions in an environment where conditions change quickly. Without these capabilities, organizations struggle to respond effectively or anticipate what comes next. Business performance is not the only area affected. Companies without digitally aware leadership often face challenges in talent retention, resource allocation, and cross-functional collaboration. Opportunities to innovate are missed. Growth initiatives lose momentum. In response, many organizations are placing greater emphasis on AI executive hiring to ensure their leadership teams can transform emerging technologies into strategic advantage.
How Consea Identifies Leaders with Proven Innovation Credentials
At Consea Group, we understand that digital transformation requires leadership that is both visionary and practical. Our executive search and leadership consulting practices are designed to help clients identify professionals who can translate new technologies into meaningful business value. Our approach looks beyond technical experience. We focus on the qualities that support innovation and sustainable change. This includes the ability to set a clear direction, encourage collaboration, and create an environment where teams feel empowered to experiment and learn. We also evaluate how leaders approach uncertainty and how they guide others through periods of transition. By combining industry knowledge with behavioral insight, we help organizations identify leaders who bring integrity, adaptability, and a long-term mindset to digital transformation.
Securing Future-Ready Leadership
The organizations that thrive in the years ahead will be those led by individuals who are prepared for the future and understand that innovation is not a separate initiative but an essential part of business strategy. These leaders recognize that AI and data are reshaping every dimension of organizational performance and that the role of leadership is to create the conditions for progress. As transformation accelerates, the need for executives who are digitally fluent, strategic, and deeply people-focused will continue to grow. Consea Group partners with organizations worldwide to identify and develop the leaders who will shape the future of digital transformation.
Speak with our consultants to explore how Consea Group can help you identify leaders who are ready to guide your digital transformation journey.
Talent Risk Audit: Why Summer Is the Best Time to Identify Leadership Gaps
August is a natural pause in the business cycle. With many decision-makers on holidays and operations running at a slower pace, it's the perfect time to look forward—especially at the strength and stability of your leadership team. While most companies wait until there's a resignation or crisis to react, a summer talent audit allows you to proactively uncover hidden risks in your org chart and identify where your organization may be exposed. Don't wait for a vacancy to fix a leadership gap. Instead, plan ahead before talent gaps become urgent.
Why Conduct a Talent Risk Audit in August?
Time to Reflect
With fewer meetings and a lighter workload, HR leaders and executives finally have room to zoom out. Use this space to ask: Where are we most vulnerable if a key leader leaves?
Who is actually ready to step up?
What roles would take the longest to fill externally?
Less Noise, More Clarity
The quieter pace of summer allows you to analyze your leadership pipeline without the usual daily distractions. It's an ideal time to assess succession pipelines, role fragility, and readiness gaps that are often ignored in the rush of day-to-day operations.
Get Ahead of the September Surge
As business ramps back up in September, many companies scramble to address sudden leadership changes or backfill strategic positions. Assess your leadership exposure before September so you can respond with confidence when new opportunities or challenges arise.
What to Look for in a Talent Risk Assessment
A strong talent risk assessment goes beyond org charts and job titles. It should evaluate: Whether the company is too dependent on a single person for certain roles
If there are team members who could confidently step into leadership if needed
Whether current employees are being prepared to grow into bigger roles
If the leadership team has the right skills for where the company is headed
Where potential gaps could slow down the business if someone left suddenly Too often, companies have succession plans on paper that don't hold up in practice. Maybe the “next in line” lacks the trust of their team, or they're missing key technical skills. Maybe no one is actually ready. By engaging in a structured talent risk audit with Consea, you get a clearer picture of both the risks and the opportunities within your current leadership structure.
Don't Let a Vacancy Be the Trigger
Leadership transitions are inevitable. When succession is poorly planned or not planned at all, the consequences ripple across teams and departments. Productivity declines. Morale suffers. Strategic momentum slows. Rather than reacting to a leadership gap when it happens, take a proactive approach. The organizations that navigate change successfully are those that prepare for it in advance.
August Is Your Strategic Advantage
August offers something rare: time and perspective. Use it wisely. Uncover hidden risks in your org chart, strengthen your succession pipeline, and ensure your leadership team is ready for what's next. The summer slowdown may just be your best window to secure your leadership future. Learn more about our Human Capital Consulting services and how Consea can help you conduct a forward-looking talent risk audit.
Assess Your Risk
Sustainability in Business: From Responsibility to Strategic Choice
Sustainability has moved beyond a compliance exercise or reputational safeguard. Today, it is increasingly understood as a strategic choice—one that shapes how organizations grow, allocate resources, and build resilience over time. This shift is reflected in the data. According to McKinsey, companies that integrate sustainability into their core business functions are twice as likely to report financial value from these efforts compared with those that treat sustainability as a standalone initiative. The implication is clear: value creation depends less on ambition statements and more on operational integration. Across industries, businesses are facing a convergence of pressures: regulatory expectations, supply-chain complexity, climate risks, and shifting stakeholder priorities. In this context, sustainability becomes less about “doing less harm” and more about managing financially material risks and opportunities. Research by MSCI shows that companies with higher ESG ratings tend to experience more stable revenues and cash flows over time, especially in periods of economic uncertainty. What distinguishes meaningful sustainability from symbolic action is integration. When sustainability informs investment decisions, procurement practices, product development, and talent strategy, it becomes part of how the organization operates rather than a parallel initiative. A meta-analysis conducted by the NYU Stern Center for Sustainable Business, reviewing over 1,000 studies, found that long-term performance outcomes are 76% more likely to be positive or neutral when ESG factors are integrated into strategy, particularly over longer time horizons. Another critical dimension is the value chain. Sustainability no longer stops at organizational boundaries. Decisions about suppliers, logistics, and partners carry direct implications for resilience and continuity. The World Economic Forum notes that environmental and social risks—such as climate disruption or biodiversity loss—are now among the most significant long-term global risks to economic growth, underscoring the importance of addressing sustainability beyond the corporate perimeter. Ultimately, sustainability in business is about future readiness. As expectations evolve and risks become more systemic, sustainable choices are increasingly those that strengthen adaptability and durability. In this sense, sustainability is not an obligation, but a disciplined approach to building businesses that can endure complexity and change. Author: Antonella Cerabona — Head of Americas, Consea Group
Mental Health Awareness Month: A Call for Empathy in the Workplace and Beyond
May is internationally recognized as Mental Health Awareness Month. It is an opportunity to bring attention to the vital importance of psychological well being. But beyond the public messages and official awareness events, mental health is something deeply personal that affects many people every day. Many individuals around us are silently navigating emotional and psychological challenges that are neither visible nor easily expressed. In professional environments especially, the emphasis on performance, composure, and productivity can inadvertently mask the internal experiences of employees and leaders alike. Behind composed demeanors may lie the weight of job insecurity, the quiet pain of personal loss, the stress of unmet expectations, or the anxiety brought on by an uncertain future. These are the unspoken struggles that surround us. It is important to recognize that not everyone has a support system to lean on. Some individuals function as their own sole source of strength. They manage households, careers, or personal transitions without external reinforcement. While independence is admirable, it is not always sustainable, and isolation can have compounding effects on mental health. The familiar phrase “Be kind, you do not know what a person is going through” resonates now more than ever. In recent years, many of us have experienced transformative events. Global disruption, personal grief, and professional setbacks have become part of our shared yet often unspoken experience. These moments have reshaped the emotional landscape of our communities. In this reality, small gestures take on profound meaning. A thoughtful message, a door held open, a sincere “How are you” may seem trivial, yet they have the power to offer comfort and restore connection at crucial times. This month is not only a reminder to prioritize mental health. It is a call to action. We are encouraged to lead with empathy, to foster cultures of psychological safety, and to remain mindful that behind every title and role is a human being who deserves care and understanding. Let us remember that compassion, attentiveness, and human connection are not distractions from productivity. They are essential to sustaining it. Julia Galloway, HRBP- North America
Having clarified the importance of emotional intelligence, we can delve into its basic characteristics. Emotional intelligence is in fact composed of two main competencies: personal skills, namely self-awareness and self-control, which include the ability to recognize one's emotions and control one's behaviour
social skills, that is, social awareness and interpersonal relationships, which include the ability to recognize and understand others’ moods, motivations and behaviours. In more detail, the core skills attributable to emotional intelligence are: SELF-AWARENESS This is a fundamental skill for emotional intelligence because it underlies other skills: being aware means knowing one's nature, behaviours,and emotions, but also the events that trigger our emotional reactions. Being aware means having a clear and defined vision of one's potential and weaknesses: in this way, one has a better chance of pursuing the right opportunities, enhancing one's talents and preventing non-functional emotions from blocking us. Knowing ourselves offers us great opportunities: it allows us to learn to make predictions about how we will deal with the various situations that life throws us in our daily lives, thus being able to live more prepared for events, with the ability to be able to choose situations, behaviours and attitudes that are more functional for achieving our goals. SELF-CONTROL Self-control is closely related to self-awareness because it represents how we use that awareness to direct our behaviour. In fact, knowing one's tendencies and motivations but not acting to counteract or encourage them is tantamount to not being aware at all. If, on the other hand, one is able to control oneself, she/he can recognize the onset of a negative emotion and use rational thought to persuade oneself not to do or say what the emotion would prompt one to do or say. SOCIAL AWARENESS Social awareness is the ability to clearly perceive the emotional states of others and to understand exactly what is happening to them. This ability also involves understanding both what others are feeling or thinking and what our position is regarding their feelings or thoughts: do we share them or not? Do we think like them or not? The basic skills of social awareness are listening and observing, which enable one to shift attention from one's own thoughts to those of others. Those who can listen and observe, therefore, are able to change perspective and put themselves in others' shoes, being able to be more understanding, hence empathetic. MANAGING INTERPERSONAL RELATIONSHIPS Very often we don’t realize the impact our behaviour can have on others, and it is increasingly common to interact in life, but also on social media, with people who have little empathy and put their own needs ahead of those of others. The ability to manage interpersonal relationships makes it possible to build healthier and more peaceful relationships. Usually those with low emotional intelligence, in a moment of confrontation tend to avoid head to head or respond passively-aggressively to provocations, then venting on others the anger they cannot handle. Those with emotional intelligence, on the other hand, can avoid giving in to the temptation to attack the other person, and strive to understand him or her, rather than trying to defeat or humiliate him or her. Follow us to find out what emotional intelligence skills are and how they can impact the workplace.
The New Executive Search in Brazil: The Silent War for Leaders Who Don’t Yet Exist
For decades, the Brazilian executive search market operated according to a relatively predictable logic: identifying executives with solid career trajectories, consistent industry experience, a track record of results, and strong political acumen. This model worked in a young Brazil, with a growing population, an abundant labor force, and relatively clear economic cycles. But the country has changed. And senior executive recruitment has not. Brazil is aging faster than companies can grasp. Brazil’s economically active population is undergoing a historic transformation. Between 2006 and 2020, the share of professionals over 50 in the formal labor market jumped from 12.6% to 19%. In absolute numbers, the total has nearly doubled: from 4.4 million to 8.7 million workers. The projections are even more striking: by 2040, six out of ten Brazilian workers will be over 45 years old. This completely changes the logic of the leadership pipeline in Brazil. The problem is that companies continue to hire CEOs and executives as if we were still in 2005. Meanwhile: 78% of Brazilian companies admit to having age barriers in hiring, 41% of Brazilian professionals report experiencing age discrimination in the corporate environment, and more than 65% of companies still lack structured generational inclusion programs. The math is harsh. Brazil is aging. Executives are aging. Consumers are aging. But selection criteria remain stuck in adolescence. Traditional executive search has always sought predictable patterns: specific universities; linear careers; similar international experiences; “safe” profiles; politically neutral leaders; executives molded to preserve structures. The problem is that the Brazilian business environment no longer rewards stability and has begun to reward extreme adaptability. The new high-performance executive is not necessarily the most technically skilled. Companies today need leaders capable of operating simultaneously across five tensions: growth with austerity; transformation with legacy; innovation with governance; speed with scarcity; artificial intelligence with human leadership. This radically alters the role of executive search. The search is no longer just for experience but for mental architecture. The Brazilian paradox: there is a shortage of ready-made leaders precisely when there is an excess of available experience. Brazil currently has more than 23.5 million professionals over the age of 50 active in the labor market. Yet boards continue to repeat a dangerously misguided phrase: “We can’t find ready successors.” They do find them. But they often dismiss these executives because the market has created a silent bias: associating youth with transformation and maturity with obsolescence. This is a strategic mistake. The coming decades will be less about technical knowledge and more about executive judgment. And judgment isn’t accelerated by an MBA. It is forged in crises. The next corporate war will be generational, and few companies are prepared to manage organizations where the following will coexist simultaneously: Baby Boomers;
Generation X;
Millennials;
Generation Z;
and, soon, Generation Alpha. Five generations coexisting within the same corporate structure represent more than just age diversity. They represent different relationships with power, authority, career, risk, loyalty, speed, technology, and purpose. Any company that fails to effectively manage this coexistence will face a structural problem with execution. The executive search of the future will not merely recruit functional leaders. It will recruit generational interpreters. Executive search is no longer just recruitment. It has become competitive intelligence. The best executive search processes no longer begin with a job description. They begin with a much deeper question:
“What kind of leadership will be needed to survive in Brazil over the next 10 years?”
That answer is rarely found within the company. Because the greatest corporate risk today is not technological. It is cognitive. Companies fail because they continue to make decisions using outdated mental maps. The true role of modern executive search is to break through thought bubbles. Not just to fill seats. Brazil will face a severe shortage of adaptive leadership, and in the coming years, the country will simultaneously grapple with: an aging population, a shortage of specialized talent, pressure for productivity, accelerated technological transformation, increased regulatory complexity, ESG pressure, and profound changes in consumer behavior. This will require a new category of executives. Fewer “process managers.” More transformation architects. The problem is that these leaders are rare. And rarity completely changes the game of executive search. In the near future, companies will not just compete for market share. They will compete for executive cognitive capacity. The most dangerous advice in the market today is: “bring in someone like the previous one.” That phrase has destroyed more companies than economic crises. The emerging Brazil demands different CEOs: more adaptable; less hierarchical; more human; more context-oriented; more emotionally resilient; and far better prepared to lead in ambiguity. Modern executive search can no longer be conservative. Because the Brazilian business environment is no longer. The question that will define the winners Brazilian companies still ask old questions: “Who has done this before?” “Who knows the industry?” “Who comes from a competitor?” “Who fits the cultural profile?” Winning companies will start asking something different:
“Who can lead a future we can’t yet describe?”
This will be the true frontier of executive search in Brazil. And it has already begun. Author: Samir Amad, Country Manager Brazil Sources: The main sources used for demographic data, the labor market, and projections were: IBGE, IPEA, Agência Brasil, and studies and analyses on age inclusion and professionals aged 50+.
O Novo Executive Search no Brasil: a Guerra Silenciosa pelos Líderes que Ainda Não Existem
Durante décadas, o mercado brasileiro de executive search operou sob uma lógica relativamente previsível: identificar executivos com trajetória sólida, experiência setorial consistente, histórico de resultados e boa capacidade política. Esse modelo funcionou em um Brasil jovem, em expansão populacional, abundante em mão de obra e com ciclos econômicos relativamente claros. Mas o país mudou. E o recrutamento de altos executivos ainda não. O Brasil está envelhecendo mais rápido do que as empresas conseguem entender. A população economicamente ativa brasileira está sofrendo uma transformação histórica. Entre 2006 e 2020, a participação de profissionais acima de 50 anos no mercado formal saltou de 12,6% para 19%. Em números absolutos, o total praticamente dobrou: de 4,4 milhões para 8,7 milhões de trabalhadores. As projeções são ainda mais impactantes: até 2040, seis em cada dez trabalhadores brasileiros terão mais de 45 anos. Isso muda completamente a lógica do leadership pipeline no Brasil. O problema é que as empresas continuam contratando CEOs e diretores como se ainda estivéssemos em 2005. Enquanto isso: 78% das empresas brasileiras admitem possuir barreiras etárias na contratação, 41% dos profissionais brasileiros relatam sofrer discriminação etária no ambiente corporativo, mais de 65% das empresas ainda não possuem programas estruturados de inclusão geracional. A matemática é cruel. O Brasil está envelhecendo. Os executivos estão envelhecendo. Os consumidores estão envelhecendo. Mas os critérios de seleção continuam adolescentes. O executive search tradicional sempre buscou padrões previsíveis: universidades específicas; carreiras lineares; experiências internacionais semelhantes; perfis “seguros”; líderes politicamente neutros; executivos moldados para preservar estruturas. O problema é que o ambiente de negócios brasileiro deixou de recompensar estabilidade e passou a premiar adaptabilidade extrema. O novo executivo de alta performance não é necessariamente o mais técnico. As empresas hoje precisam de líderes capazes de operar simultaneamente em cinco tensões: crescimento com austeridade; transformação com legado; inovação com governança; velocidade com escassez; inteligência artificial com liderança humana. Isso altera radicalmente o papel do executive search. A busca deixa de ser apenas por experiência e passa a ser por arquitetura mental. O paradoxo brasileiro: faltam líderes prontos justamente quando há excesso de experiência disponível. O Brasil possui hoje mais de 23,5 milhões de profissionais acima de 50 anos ativos no mercado de trabalho. Ainda assim, conselhos seguem repetindo uma frase perigosamente equivocada: “Não encontramos sucessores prontos.” Encontram, sim. Mas frequentemente descartam esses executivos porque o mercado criou um viés silencioso: associar juventude à transformação e maturidade à obsolescência. Isso é um erro estratégico. As próximas décadas serão menos sobre conhecimento técnico e mais sobre julgamento executivo. E julgamento não se acelera em MBA. Ele é construído em crises. A próxima guerra corporativa será geracional e poucas empresas estão preparadas para administrar organizações onde coexistirão simultaneamente: Baby Boomers;
Geração X;
Millennials;
Geração Z;
e, em breve, Geração Alpha. Cinco gerações convivendo na mesma estrutura corporativa não representam apenas diversidade etária. Representam diferentes relações com poder, autoridade, carreira, risco, lealdade, velocidade, tecnologia e propósito. A empresa que não souber liderar essa convivência terá um problema estrutural de execução. O executive search do futuro não recrutará apenas líderes funcionais. Recrutará tradutores geracionais. O executive search deixou de ser recrutamento. Tornou-se inteligência competitiva. Os melhores processos de busca de executivos não começam mais com uma job description. Começam com uma pergunta muito mais profunda:
“Que tipo de liderança será necessária para sobreviver ao Brasil dos próximos 10 anos?”
Essa resposta raramente está dentro da empresa. Porque o maior risco corporativo hoje não é tecnológico. É cognitivo. Empresas fracassam porque continuam tomando decisões usando mapas mentais ultrapassados. O verdadeiro papel do executive search moderno é romper bolhas de pensamento. Não apenas preencher cadeiras. O Brasil viverá uma escassez brutal de liderança adaptativa e nos próximos anos, o país enfrentará simultaneamente: envelhecimento populacional, escassez de talentos especializados, pressão por produtividade, transformação tecnológica acelerada, aumento da complexidade regulatória, pressão ESG, e mudanças profundas no comportamento de consumo. Isso exigirá uma nova categoria de executivos. Menos “gestores de processos”. Mais arquitetos de transformação. O problema é que esses líderes são raros. E raridade muda completamente o jogo do executive search. No futuro próximo, empresas não disputarão apenas market share. Disputarão capacidade cognitiva executiva. O conselho mais perigoso do mercado hoje é: “traga alguém parecido com o anterior” Essa frase destruiu mais empresas do que crises econômicas. O Brasil que emerge exige CEOs diferentes: mais adaptáveis; menos hierárquicos; mais humanos; mais orientados a contexto; mais resilientes emocionalmente; e muito mais preparados para liderar ambiguidade. O executive search moderno não pode mais ser conservador. Porque o ambiente de negócios brasileiro já não é. A pergunta que definirá os vencedores As empresas brasileiras ainda fazem perguntas antigas: “Quem já fez isso antes?” “Quem conhece o setor?” “Quem vem de concorrente?” “Quem tem o perfil cultural?” As empresas vencedoras começarão a perguntar algo diferente:
“Quem consegue liderar um futuro que ainda não sabemos descrever?”
Essa será a verdadeira fronteira do executive search no Brasil. E ela já começou. Autor: Samir Amad, Country Manager Brasil Fontes: As principais fontes utilizadas para dados demográficos, mercado de trabalho e projeções foram: IBGE, IPEA, Agência Brasil e Estudos e análises sobre inclusão etária e profissionais 50+.
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