The quest for the best C-level executive

Making mistakes in the quest for the professional that you need is one of the biggest failures that a company can make. Even more so when that person is going to occupy a C-level vacancy, and the future of the company will depend, largely, on their work. Therefore, the selection process of high-level executives is an arduous task that should not be underestimated, one that requires time and effort. Making mistakes in one of these searches weighs more to the organization than being more time than expected finding out which is the ideal profile.

And even if this task takes some time, it is essential to respect the rhythms, to analyze the candidates in depth and see which are their virtues and their defects, something that is currently more important than ever, and sets the difference between the value of an executive and another one in the market.

The members of an organization are increasingly more trained, they have more professional aspirations and eagerness to participate. Employees enter the workforce in a different way from a few years ago, which is why we have to know how to respond accordingly to any given situation. Knowing how to manage and responding to this reality needs the appropriate leaders.

Precisely due to the fact that the profiles of companies are different, and everything seems to indicate that they will keep on evolving, knowing how to direct people adequately is one of the attitudes that are more desired for a high-level executive. In the end, the work of a department or a complete sector of the company depends on their job. But these kinds of profiles, complete and prepared, shine due to their absence today. They are skills that, when they’re really there, they don’t go unnoticed, which is why big companies fight over these professionals.

These changes in the market and the ecosystem of corporations have made the skills of good executives stand out and be seen from a distance. However, this situation marked by change, derived from globalization and the emergence of new technologies, and the constant uncertainty, has led to the consideration of not just the virtues, but the points of improvement that devalue the image of the executive.

To many of them, this change has caught them by surprise, and they have failed to adapt to the new rules. Here, the flaws become a lot more noticeable and destroy the profile that the professional had crafted for himself. Immobility and the fear to new challenges are, according to experts, the biggest stain that can exist within the trajectory of a high-level executive. Particularly because their leadership -or lack of it- will be contagious for the rest of their subordinates.

That’s the reason for companies to be looking for candidates with skills of transformational development and leadership that can reform the team with new areas and new challenges.

But these times have not only brought the need of knowing how to correctly manage human resources. Little by little, companies are running away from the idea of closed departments and walls, and the idea that the company is a group of which every member has to be a part has spread.

That’s why one of the aspects that is most appreciated in high-level executives is for them to be as close as possible to the business areas in the company.  These are the most important ones within an organization,  due to the fact that products and services that they offer come out of there.

The high-level executive who can bring something in this field will earn points in comparison to the rest of the executives. Any sector of an organization, even if it’s not related to sales, can add their little contribution in the final product.

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Image courtesy of unsplash.com at Pexels.com

It’s what is known as a multifunctional profile that provides knowledge in different areas. This diversity is always going to be a very valuable asset for a high-level executive. If they have experience in other fields, companies and countries, they will be able to bring a  different vision to the company. However, this curriculum, that may seem very complete, can also turn against the professional and devalue his profile. If an executive has worked in too many companies, his profile will be questioned, since a trajectory that is full of organizations can mean that his commitment is null.

It is also strange to have a candidate that has only worked in a single company his entire life. However, all of this should be revised carefully, since different factors intervene, such as the age of the executive or the field in which he has worked. The same thing happens, for instance, with networking. They can have an address book full of numbers and email addresses, but this does not necessarily mean that he has known how to relate to people and sustain a professional relationship with them over time.

Related content: Read Jason Hanold’s “Keys to have happy employees and how Google does it”

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