Global Views of Leadership Attraction

Global Views of Leadership Attraction

Global Views of Leadership Attraction

Companies that assume they can attract great executive leaders are often the ones that can't make their own business case to potential recruits and who fail to attract the highest calibre management candidates in the first place. Making those good decisions is about attracting the right field of talent in the first place.

Oleh Butchatsky, a partner in Watermark Search, the TRANSEARCH International office in Sydney, says "It is critical that the organisation has a reputable, attractive and distinctive "corporate personality". Standing out from the ruck is important and often this is a direct reflection of the leader/CEO/founder. A thorough understanding of the hot buttons that may attract candidates to a particular company is needed and they include corporate story telling around the organisation's culture, view on work/life balance, remuneration and other rewards, values, ethics and importantly in today's world, environmental considerations."

Gregory Dohnt, partner in the TRANSEARCH International Sydney Office Watermark Search says exceptional leaders are motivated by the potential reputation enhancement, recognition from peers and opportunities for genuine wealth creation that might be promised in a career move. "Executives seek escalation of challenge. They want to see that what they tackle today on behalf of an organisation will assist them to meet even greater, more complex challenges in times to come," Dohnt says. "Good leaders think about the legacy of people they leave behind them when their time is through. Top executives seek to balance tomorrow's results with futureproofing sustainability. And most importantly of all, they want to work with other people just like themselves."

Uday Chawla, managing partner, and Rahul Mathur, senior partner, with TRANSEARCH International in India, believe that executive search processes to attract world-class management talent must factor in the linkage between top executives' work and sense of self. "Clearly, jobs have become a part of self expression," Chawla and Mathur agree. "It is the opportunity to work with something close to one's heart and in one's own style which is of prime importance." This alone suggests a very personalised engagement with top management candidates.

Mario Ceretti, managing partner of TRANSEARCH Italia in Milan, says an organisation's recruitment brand has to be an extension of its consumer brand. Further, he says, it has to speak to the kind of opportunity great business leaders might find there. "Executives in Europe and around the world, for that matter, want to see the company described in a way that clearly spells out its long-term strategy," Ceretti says. "The best management candidates also expect to be held accountable for their performance and have the tools to hold others accountable for performance as well.

The laws of leadership attraction will either move exceptional executives to gravitate to your organisation or force them to look for better alternatives elsewhere. Highly capable executives want a realistic challenge and they want to make a difference. Leaders generally like 'the game' and have something to prove to themselves and sometimes to the general public. When and how employers recognise that and whether they stay or get in the game are issues that will surely redraw the competitive business landscape for years to come.

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