Dynamic Leadership
Global Perspectives on People, Stability and Growth
VIDEO 3.16 MIN
Dynamic Leadership
Build a team to uncover and nurture growth in uncertain circumstances, now and in the future – achieve stability whether that’s dynamic, or just getting back
to business as usual.
North America
Put yourself in a situation where you have to go through a period of self-knowledge. This can be frustrating to do in one’s career. But once you eliminate market from the sell proposition, ask what this person’s true value is to the next business. Know your leadership style and the type of culture you thrive in. Look at your track record and ask, what were the drivers of my past successes?
Dan Plourde
Partner, North America,
Page Executive
Latin America
Talent is still hard to find. Organisations want people with the potential to take on different roles; skills like agile learning, resilience, complex thinking and leadership with empathy are in demand. Meanwhile, we are evolving from a client-based market to a candidate-based market, where the challenge will be to offer purposeful growth to connect with people.
Juliana Acosta
Associate Partner Latin America,
Page Executive
UK
Executive teams do not view full-time working from home as a permanent thing. A blended model, where employees can work from home 1–2 days a week, is more realistic once the pandemic is over.
Simon Lindrea
UK Head of the CFO and
Financial Services Practices,
Page Executive
Europe
To be empathetic means actively appreciating diversity of cultures and backgrounds. And it means cultivating a culture of courage and accepting lessons, even if they are hard to accept, because this is the mark of a truly empathetic leader.
, Managing Partner, Continental Europe, Page Executive
Christophe Rosset
Managing Partner, Continental Europe,
Page Executive
APAC
The vast majority of CHROs promoted internally don’t come from HR but from other backgrounds, such as finance, sales or marketing. Today’s CHRO has a bigger voice among executives, so this role appeals to different types of people.
Jon Goldstein
Global Head of the HR Practice,
Page Executive
Middle East and Africa
The key to accurately moving a leader between industries is benchmarking skills and experiences against job requirements, and to vet against company culture and personality. Leaders coming in from an external industry, with strong experience working for major players, bring with them best practices and methodologies, and any company will buy into that. That can be a great asset to more junior or smaller companies in the space.
Patrice Kombot-Naguemon Partner, Africa, Page Executive
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Steve Ingham
CEO, PageGroup
A message from our CEO
There is no denying it – the world in 2021 looks very different to the one we left behind. We have all been through great changes to many aspects of our lives, from the way we work to where we work, from the technology we use to connect to the very notion of social connection.
Throughout this turbulence, many businesses remained stable, reliable and trustworthy. Executive leadership looked to their own agility quotient and experience of past crises to help their businesses find the dynamism and stability they needed to thrive. Their focus moving forward is building the C-suite team that will uncover and nurture growth, by achieving stability that is dynamic, or by getting back to business fundamentals.
Empathy is now paramount, as we see that leaders who listen cultivate happier, more productive workforces who are also more engaged. The CFO is vital in delivering profitability and productivity through the trust they built up, and now they need to show another skill above all else: dynamic stability.
As remote work turned into a daily reality, we see how leaders adapted to virtual management and strengthening their company culture through digital means. And thanks to this, we ask how organisations can find the right CTO, the C-suite member tasked with driving digital innovation and strategy for today, tomorrow and the future.
We see how leaders are moving towards sustainability through robust, future-proofed business plans that positively impact profitability – and stakeholders. And we shine a light on the CGO and their customer-centric focus, highlighting how they connect the dots between departments to find long-term growth.
We look at the signals companies use to find the right business-savvy CHRO to navigate the waters of talent management and discover how some senior execs are looking to change industry to maximise the success and impact of their careers into the future.
As your leadership evolves with your business goals and the ever-changing market reality you operate in, Page Executive’s team of 180 consultants in 30 countries are ready to drive your businesses forward by providing you with the leaders who can make your business thrive.
On behalf of us all at Page Executive, I wish you an informative read.