Hiring for Tomorrow: Evidence-Based Search in an Era of Complexity

Why leadership potential, adaptability, and purpose-alignment matter more than tenure, and how Page Executive identifies leaders who drive change while remaining anchored to long-term impact.

By Mark Enticott, Head of Page Executive Japan

Hiring the Right Leader has Never Been More Important

A single executive mis-hire can cost millions, derail strategy and fracture culture. In my 20 years in executive search, I have seen it happen more than once. Yet many organisations still hire by gut feel or rely on outdated models that prioritise tenure over potential.

Today, effective leadership requires more than a strong CV. It demands adaptability, resilience, empathy and strategic insight. In this article I want to explore what capabilities define leadership today and how a structured, evidence-based approach helps organisations like yours make better, future-fit decisions.

The Capabilities That Define Modern Leadership 

The best leaders are experts in their field but also resilient, empathetic and decisive. They navigate ambiguity, make tough calls under pressure and bring people along on the journey.

At Page Executive, we use a Leadership Framework focused on six traits that truly matter:

• Strategic Thinking
• Empathy
• Execution
• Adaptability
• Influence
• Resilience

These are not buzzwords. They are the qualities that determine whether a leader can thrive in today’s complex environment. They are often overlooked when hiring decisions are based solely on CVs or past roles.

Evidence over Instinct: Why Gut Feel Isn’t Enough 

Too often executive hiring is guided by instinct. The outdated belief that “we will know the right person when we meet them” persists. This approach risks hiring people who fit the mould rather than those with potential to transform the business.

Too often, hiring managers look for ‘people like them’ or people who fit the mould that’s been created by legacy processes. But a recent study by McKinsey sums it up well – it’s critical to ensure you don’t just focus on the ‘usual suspects’. 

A Deloitte study also found that 66% of workers are more likely to join and stay at organisations that value skills and potential over degrees and job titles. Yet 36% of executives admit their companies still default to traditional credentials, such as previous roles and experience. This disconnect is costing businesses the chance to hire transformational leaders.

A Smarter, More Structured Approach 

Shifting away from familiar processes can be challenging but necessary. At Page Executive, we go beyond the CV to evaluate how leaders think, act and align with an organisation’s purpose.

We use a combination of: 

• Well defined search criteria specific to the position including:
  • Skills & Experience
  • Leadership Capabilities
  • Motivational Fit
  • Values alignment to the organisation
• Our Leadership Framework to select the essential leadership capabilities required
• Competency based interview assessment
• Psychometric testing, including Hogan, to uncover personality drivers and derailers
• 360-degree reference checks, gathering feedback from peers, direct reports and supervisors

These tools help us answer the most important question: not just “can this person do the job?” but “how will they lead, and will they thrive here?”

These methods then give us a holistic view of each candidate - ensuring we’re not just hiring for capability, but for long-term leadership success.

The Japan Lens: Scarcity and Globalisation

Here in Japan, the stakes are even higher. With an aging population and a shrinking talent pool, the competition for senior leadership is intense. At the same time, Japan remains a key economy attracting significant investment from both domestic and international companies, including private equity firms seeking growth opportunities. Japanese businesses are also becoming more global, requiring leaders who can operate across cultures, lead diverse teams and drive transformation. 

In this context, hiring based on title or tenure is especially risky. The margin for error is smaller, and the cost of a mis-hire even greater. That’s why more Japanese organisations are turning to structured leadership assessments to ensure they’re not just hiring for today, but for the future.

Motivation Matters More Than Ever 

Beyond capability, one of the most important (and often overlooked) factors in a successful hire is motivational fit. It’s about understanding what draws a candidate to the role and the organisation. Is it the purpose? The challenge? The culture? 

When there’s alignment between what the candidate wants and what the organisation offers, the result is not just a hire - it’s a leader who thrives. Companies that assess motivation alongside leadership competencies consistently see higher retention and stronger performance in senior roles. 

Five Essentials for Executive Success

If you’re rethinking how you hire senior leaders, here are five things I recommend prioritising in the process: 

1. Define leadership capabilities upfront, not just job specs and experience
2. Use structured, competency-based interviews to ensure fairness and consistency
3. Align stakeholders early, so everyone is evaluating against the same criteria
4. Assess motivational fit, not just technical skills
5. Focus on potential and adaptability, not just past performance 

Hiring at the executive level doesn’t need to be overcomplicated - but it does need to be intentional. These five steps are about slowing down just enough to get it right. When you’re clear on what great leadership looks like, aligned as a team, and asking the right questions, you’re far more likely to find someone who’s not just qualified, but genuinely the right fit. And in the long run, that makes all the difference.

The True Value of a Page Executive Partnership 

At Page Executive, we help organisations define what great leadership looks like in their context. Alignment upfront, clear success criteria and a competency-based framework ensure decisions are grounded in evidence, not instinct.

Misalignment is the main reason searches go off track. Expectations shift, priorities compete and promising candidates can be lost. Investing time to create clarity keeps the search focused, efficient and effective.

Done well, executive search is a strategic advantage. It is not about who looks good on paper but who can lead with clarity, resilience and purpose. That is what we help organisations achieve.

Has this struck a chord, or you’d like to hear more? Please feel free to reach out to me or the team.