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.
Consea’s Resume Myths, Tips, and Tricks
Advice from our recruitment team that will help your resume stand out. The first impression does not have to be the one that matters when selecting a Candidate but the resume is the business card through which Candidates make themselves known by the companies. Here are some tips for getting the most out of your resume. MYTH: A graphic / creative CV captures more attention The European format is not always the best choice when writing a resume, you can also use more creative templates but on the basis of your graphic skills. An essential and clear resume is better than one which is incomprehensible and difficult to read. SUGGESTION: If you do not have graphic skills, create a typical resume in MS Word that contains all the essential information and describes your work experience better than a thousand graphics. TIP: There are several websites that offer templates and ideas to create an original but at the same time effective resume. If you do not already know them we suggest you try Canva www.canva.com. MYTH: You have to insert the photo on your resume Certainly, being able to associate a face to a resume is a great help and makes the resume emerge but you need to remember that the photo must be professional and appropriate. SUGGESTION: It is better not to insert personal photographs or taken from group photos. Take time to take a picture which shows your professionalism and represents only you. TIP: Once you have taken the photo, use it both for your resume and LinkedIn profile. It will allow you to give uniformity to the way you present yourself and will make you easily recognizable. MYTH: Provide details about hobbies and personal characteristics. Adding your hobbies and personal characteristics to your resume can be a plus but only if they provide real added value. SUGGESTION: Each information that you decided to write in your resume is evaluated therefore it is better to insert only these elements that could have a value for the position you apply for. TIP: Think about which competence (transversal or specific) can recall the information provided and select only the relevant ones (e.g. competitive activity – determination and achievement of results; reading – curiosity / information and education; cooking – creativity). MYTH: Less is more! A resume does not necessarily have to be one page, especially if you have several years of experience, but at the same time it should not be discursive or include too much details as it risks losing effectiveness. SUGGESTION: An effective resume is between 2 and 3 pages. It reports professional experience in chronological order from the current position to the oldest. It contains relevant information and a brief description of each role, highlighting specific skills and knowledge (There are companies that associate different role content to the same job title. If a short description is therefore associated with the job title it will be easier to identify Candidate’s responsibilities.) It is useful to add some detailed information such as the number of people managed / business size / results achieved. Finally, it is worth specifying the knowledge of a foreign language through the competence levels of the Common European Framework of Reference for Languages (CEFR) and not through terms such as “good”, “fluent”. TIP: The resume is your business card – Imagine that those who receive it do not know you and they want to have an overview of your skills and then explore them in an interview, but if some key information is missing (knowledge of a particular sector, program / channel …) they could exclude you from the selection process. MYTH: Lying in resume makes it more appealing It is well known that lies have short legs so it is better to expose your work path honestly and be able to motivate any discontinuities in your work experience. SUGGESTION: A good recruiter does not judge the book by its cover but, wanting to build a relationship of mutual trust and reliability with the Candidate, will tend not to contact people who have talked about a different work path than the one actually lived or have boasted skills / responsibilities never acquired. MYTH: Give a “personal” touch to the CV / Do not insert personal details It is not necessary to enter detailed information about your personal life (e.g. names of children, spouse…) but do not forget to enter your contact information (phone number and e-mail address – verify if they are correct!) in order to be effectively contacted. It is often useful to put in your date of birth, which does not have to be seen as a discriminating factor but as a data that allows you to see the profile as a whole.
The 25th Pambianco Fashion Summit titled “The Fashion Industry and the Management of Uncertainty,” was held on Wednesday, November 11th, 2020. The event highlighted the impact the pandemic has had on global markets and the actions taken by companies to address this crisis. Resulting from this year’s turbulent events, the luxury fashion sector was severely damaged by the global closure of shops, as well as by the lack of tourists – something still having an impact in European markets. The key component for facing adversity, common to all the interlocutors present at the summit, ultimately relies on “resilience.” Thanks to the willpower and team spirit, the featured companies present at the event expressed gratitude and satisfaction for the results obtained. A recovery was highlighted in the third quarter, especially in the Asian market driven by China, where domestic consumers returned to travel, giving advantage to the areas where tax-free poles have been created (Hainan) and ultimately enabling those to benefit from the new concessions introduced by the government. From the analysis conducted by PwC on Millennials and Generation Z, it has been discovered that in the new normal, consumers will have greater attention to the price of products and will seek a safe and accessible customer experience. Engagement will be shifted towards digital and companies will have to place more and more attention to issues relating to sustainability. If the number of consumers who moved their shopping channel online during Covid-19 has increased in all markets, and that number will no longer return to pre-pandemic levels, it is also true that the physical brick & mortar store will continue to represent an important space for the consumer; consumers want to “touch and feel” and will continue to seek that. Omnichannel is now essential, and it has to allow a true integration between physical and digital, giving rise to a “phy-gital” shopping experience. Another interesting find, provided by Silvio Campara, CEO of Golden Goose, underlined how the crisis has definitively changed the way of approaching the consumer, who can no longer be defined by the 4 P model (Place / Product / Price / Promotion) but from a new model based on 4 Cs (Consumer / Community / Conversations / Consideration) that all revolve around People. A key role in the world of fashion is certainly played by Italy, where 41% of European fashion production takes place. Furthermore, 60% of the high-end product is produced in Italy (data: National Chamber of Fashion). Italian textiles and clothing allocate about 66% of their production to exports (data: Confindustria Moda). Fashion is, therefore, the second most important industry at a national level and it is extremely important to protect the entire chain that goes from large brands to SMEs. In addition to the issues of sustainability and digitalization – in order to overcome the crisis, it will be crucial also to focus on competencies and on the training of people (both for technical roles and within the retail locations): this strategy will protect the fashion chain and create added value. Even if the numbers are still not trending positive, signs of cautious optimism came from the summit; once the health crisis is resolved, consumers will return to travel and choose European markets for their purchases because they are more advantageous to them. Ultimately, a new approach to the global consumer and an organic integration between online and offline will allow for greater engagement and the possibility of a complete customer experience. Interested in the summit? Find out more here!
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.
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
Brazil has become one of the most important growth, innovation and leadership hubs for companies operating across Latin America. Despite global uncertainty, the country continues to attract major international investments across industries such as energy, infrastructure, technology, manufacturing, agribusiness, financial services and digital transformation. In 2025 alone, foreign direct investment in Brazil surpassed US$ 74 billion, one of the strongest results in recent years. Today, almost half of Brazil’s GDP is connected to foreign investment participation, reflecting the relevance of multinational companies in the country’s economy and the increasing sophistication of the corporate environment. For many global organizations, Brazil is no longer viewed only as a local operation. It has become a strategic hub for Latin America — driving regional decisions, leadership structures, shared services, industrial operations, commercial expansion and transformation initiatives across the continent. This creates both opportunity and pressure for companies. Organizations are accelerating growth agendas, investing in AI, digitalization, ESG, industrial repositioning and regional integration, while simultaneously facing one of the biggest leadership challenges in years: identifying executives capable of operating in highly complex and constantly changing environments. The demand today goes far beyond technical expertise. Companies are looking for leaders who combine strategic vision, execution capability, resilience, multicultural exposure and the ability to build high-performance teams while navigating uncertainty and transformation. Brazilian executives continue to gain international relevance precisely because they are developed in one of the most dynamic business environments in the world. Leading in Brazil often means managing growth, volatility, regulatory complexity, operational scale and transformation simultaneously — capabilities that are increasingly valuable for regional and global roles. At the same time, companies are revisiting succession plans, strengthening governance and searching for leadership capable of sustaining long-term growth across Latin America. Brazil is not simply a large market anymore. It is becoming one of the key strategic platforms for leadership, innovation and business transformation in the Americas. For organizations investing in the region, leadership quality will continue to be one of the strongest competitive differentiators over the next decade. Author: Samir Amad, Country Manager Brazil
O mercado de trabalho no Brasil
O Brasil tornou-se um dos mais importantes centros de crescimento, inovação e liderança para empresas que operam em toda a América Latina. Apesar da incerteza global, o país continua a atrair grandes investimentos internacionais em setores como energia, infraestruturas, tecnologia, indústria transformadora, agronegócio, serviços financeiros e transformação digital. Só em 2025, o investimento estrangeiro direto no Brasil ultrapassou os 74 mil milhões de dólares, um dos melhores resultados dos últimos anos. Hoje, quase metade do PIB do Brasil está ligada à participação do investimento estrangeiro, refletindo a relevância das empresas multinacionais na economia do país e a crescente sofisticação do ambiente corporativo. Para muitas organizações globais, o Brasil já não é visto apenas como uma operação local. Tornou-se um centro estratégico para a América Latina — impulsionando decisões regionais, estruturas de liderança, serviços partilhados, operações industriais, expansão comercial e iniciativas de transformação em todo o continente. Isto cria tanto oportunidades como pressão para as empresas. As organizações estão acelerando as suas agendas de crescimento, investindo em IA, digitalização, ESG, reposicionamento industrial e integração regional, ao mesmo tempo que enfrentam um dos maiores desafios de liderança dos últimos anos: identificar executivos capazes de operar em ambientes altamente complexos e em constante mudança. A procura atual vai muito além da especialização técnica. As empresas procuram líderes que combinem visão estratégica, capacidade de execução, resiliência, exposição multicultural e a capacidade de construir equipes de alto desempenho, ao mesmo tempo que navegam pela incerteza e pela transformação. Os executivos brasileiros continuam a ganhar relevância internacional precisamente porque se formam num dos ambientes empresariais mais dinâmicos do mundo. Liderar no Brasil significa frequentemente gerir simultaneamente o crescimento, a volatilidade, a complexidade regulatória, a escala operacional e a transformação — capacidades que são cada vez mais valiosas para funções regionais e globais. Ao mesmo tempo, as empresas estão revendo os planos de sucessão, reforçando a governança e procurarando lideranças capazes de sustentar o crescimento a longo prazo em toda a América Latina. O Brasil já não é simplesmente um grande mercado. Está tornando-se uma das principais plataformas estratégicas para a liderança, a inovação e a transformação empresarial nas Américas. Para as organizações que investem na região, a qualidade da liderança continuará a ser um dos mais fortes diferenciadores competitivos na próxima década. Autor: Samir Amad, Country Manager Brasil
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them. Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview. Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused. Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position. Example how Consea has helped candidates navigate Imposter Syndrome During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy. As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested. In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful. This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process. Author: Julia Galloway, Human Resources Business Partner
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+.
Executive Leadership Hiring in Q4 & Key Trends Every Company Should Know
As the year draws to a close, many organizations focus their energy on wrapping up projects, closing out budgets, and preparing for a strong start in January. But for executive leadership, Q4 is much more than a time of reflection—it is one of the most critical hiring seasons of the year. The decisions companies make now about their leadership teams will directly shape strategy execution and organizational success in 2026. At Consea, we see firsthand how executive hiring trends are evolving and how companies can seize this pivotal quarter to secure the leaders who will take them forward. Below, we explore the most important executive leadership hiring trends shaping the market and what they mean for organizations.
Rising Demand for Digitally Fluent Leaders
Digital transformation has been a recurring theme in business strategy for years, but the expectations of executive leaders continue to grow. Organizations are not just looking for leaders who understand digital tools. They want executives who can leverage data, AI, and emerging technologies to drive innovation and operational efficiency. In Q4, as companies set their strategic priorities for the year ahead, digitally fluent leaders are particularly sought after to ensure competitiveness in increasingly tech-driven industries. Whether in manufacturing, healthcare, retail, or finance, executives with strong digital capabilities are positioned to make an immediate impact.
Succession Planning Takes Center Stage
Another key trend in executive recruitment is the renewed emphasis on succession planning. With economic uncertainty, evolving workforce dynamics, and generational transitions in leadership, companies cannot afford to wait until a vacancy arises to think about who will step in. In Q4, boards and CEOs are more frequently evaluating their executive bench strength and taking steps to build leadership pipelines for 2026 and beyond. This proactive approach reduces disruption, ensures business continuity, and gives rising leaders the development opportunities they need to succeed when the time comes.
Pressure to Ensure Diverse Leadership Pipelines
Diversity, equity, and inclusion remain high on the executive agenda, and leadership hiring is a critical piece of the puzzle. Investors, employees, and customers alike expect organizations to reflect diverse perspectives at the decision-making table. For companies recruiting in Q4, this means paying careful attention to candidate slates, expanding search networks, and ensuring that recruitment partners prioritize diversity in both process and outcome. Building a diverse executive team is no longer optional—it is a business imperative tied to innovation, resilience, and long-term growth.
Why Q4 Matters for Executive Recruitment
While executive hiring is important year-round, Q4 presents unique advantages. Companies are finalizing strategies for the coming year, creating clarity about the skills and leadership profiles they need most. At the same time, senior leaders may be reflecting on their own career goals, making them more open to exploring new opportunities before the calendar turns. Seizing this window allows organizations to align leadership talent with strategic priorities and start 2026 with the right executives already in place.
How Consea Helps Companies Navigate Q4 Hiring
At Consea, we specialize in guiding organizations through these complex executive hiring decisions. From identifying digitally skilled leaders to building robust succession pipelines and ensuring diverse candidate slates, we partner with clients to align leadership recruitment with long-term business success. Our proven methodology and global network enable us to deliver results even in competitive markets. As companies face year-end hiring pressures, we provide the insight, agility, and expertise to secure leaders who will make a measurable difference in 2026 and beyond.
Position Your Company for Success in 2026
Q4 is not just the end of the year—it is the beginning of the next chapter in your company's growth. By recognizing the latest executive hiring trends and working with a trusted recruitment partner, organizations can set themselves up for lasting success. Learn more about how Consea supports organizations with executive search and head hunting tailored to today's evolving leadership landscape.
Sustainable Leadership: How Decisions Shape Long-Term Impact
Sustainability is ultimately a leadership issue. While policies and frameworks matter, it is the daily decisions made by leaders that determine whether sustainability principles translate into meaningful outcomes. Evidence increasingly supports this link. According to Accenture, companies with consistently high ESG performance—often driven by leadership decisions—achieve 2.6 times higher total shareholder returns and nearly 5 times higher operating margins than their peers with weaker ESG performance. These results highlight the strategic importance of leadership-led sustainability, not just in values, but in performance. Sustainable leadership begins with perspective. Leaders who balance short-term pressures with long-term consequences are better positioned to navigate complexity and trade-offs. This mindset aligns closely with findings from McKinsey, which show that organizations most successful at capturing sustainability value tend to take a long-term view of risk, capital allocation, and stakeholder expectations. Decision-making through a sustainability lens requires asking broader questions. Beyond “Is this profitable?” leaders increasingly ask, “Is this resilient?” and “What are the downstream effects?” This approach matters in a business environment where, according to the World Economic Forum, 85% of executives plan to continue advancing sustainability disclosures regardless of regulatory changes, recognizing sustainability data as strategically important as financial data. Consistency is another defining element of sustainable leadership. When decisions align with stated values—and when those values are embedded into governance and accountability—trust grows. Research frameworks in sustainable leadership literature consistently link participatory decision-making and transparency with higher levels of employee commitment and organizational stability over time. Finally, leadership shapes culture. By legitimizing long-term thinking and encouraging shared responsibility, leaders enable sustainability to diffuse across the organization. In this way, sustainability becomes not a top-down directive, but a collective discipline—guided by leadership choices and reinforced through everyday decisions. Author: Antonella Cerabona — Head of Americas, Consea Group
We and third parties have selected cookies or similar technologies for technical purposes and, with your consent, also for other purposes ("experience improvement" and "measurement") as specified in the Privacy policy and Cookie policy. You can freely give, refuse or withdraw your consent at any time.You can consent to the use of these technologies by using the "Accept all" button. By closing this information, you continue without accepting.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
