We caught up with Nevena Nikolova, from our office in Sofia, who is a prize-winning film maker and a hugely successful head-hunter. Clearly there are parallels between casting the lead and supporting roles for a film and identifying the best possible hires for a corporate client.
Both professions are all about recognizing talent and making the best use of it, making the talent really shine to its fullest potential. The job of a Head-hunter and Management Consultant helps develop transferable skills like influential communication (capacity to convince and inspire) as well project management capability that are very useful for me as a filmmaker.
On the other hand the Directing boosts my creativity, helps me build out-of-the box solutions and support clients and candidates in finding new perspectives and changing their way of thinking or acting. What I experience is a kind of a cross-pollination between the two professions and I find it very enriching. I discover a certain Work-Art balance as the one activity is helping me recover from the other and vice-versa.
My artistic journey started as an actress with stage performances of various fringe shows, but I felt I needed more so the second step was a smooth transition to stage directing and afterwards I jumped into film directing.
My mind naturally produces multiple ideas, images, stories, small pieces of the universe, so writing and directing a movie is a way to share my internal world with thousands of people all over the globe. To feel 'seen' from inside, to experience other people`s reactions, to be able to touch so many souls and minds - this is really powerful and exciting; it makes me feel complete and fulfilled.
Movie Directing is great for upgrading my own leadership skills and style. It requires vision, determination and capacity to balance, align and synchronize the ideas and the input of very diverse professionals, who are often quite opinionated, very emotional and expressive - sometimes ego-driven. When you are an aspiring director, you are full of doubts and it is a huge challenge to keep your authenticity and allow yourself to show vulnerability while nurturing the faith in the project among the crew members. What I discovered while film-making is that it is not necessary to have all the answers and the full picture in order to lead the team, it is enough to be just a couple of steps in front of them.
My first movie MORNING won multiple awards for Best Debut, Best Student Short, Best Silent Film, Best Dance (dedicated to Dance) Film, Best choreography in a Short film, Best actor, Best aspiring filmmaker etc. from international festivals in Cannes, Italy, UK, Mexico, Israel, Chile among others.
The second movie ROOFTOP was recognized for Best Dark comedy, Best lead actor, Best young actress, Best female director ect. Couple of months ago the movie won the Best Independent Short Film award in Silk Road Film Festival Cannes.
Some of my favourite directors are Yorgos Lanthimos, Christopher Nolan, Lars von Trier, Quentin Tarantino, Pedro Almodovar, Daren Aronofsky, Krzusztof Kieslowski, Jane Campion, Wong Kar-Wai and many others. All of them have inspired my love of cinema but I`m still searching for my very own style as a director.
My business understanding and thinking was influenced by David Ogilvy, Richard Branson, Steve Jobs, Ray Dalio, Patric Lencioni, and Simon Sinek.
Lovely question! For the younger me I would cast Anna Tayor Joy and Juliette Binoche would be my first choice for the middle aged me.
The full-scale war in Ukraine became a real test of viability not only for all of us, but also for the Executive Search market.
The war meant that many companies significantly reduced hiring volumes in Ukraine, or closed, or left the Ukrainian market; most had to stop, postpone or curtail non-critical projects.
However, Ukrainian business is finding strength for recovery and a steady movement forward - business is gradually adapting. Many organizations have become more mobile or even global overnight because the war forced them to either transfer production to the western regions of Ukraine, or to enter new markets outside the state, and in a very short time.
Even in the most difficult conditions, Ukrainians continue to look ahead with optimism and are already planning the future for economic development.
It is admirable that, despite the war and all the challenges associated with it, organizations are rebuilding production facilities and opening vacancies for talented specialists, and every week the number of offers on job portals is increasing.
The war is a huge shock for any country, but despite everything, people in Ukraine continue to go to work, look for work, and reorganize their businesses.
Ukrainians are proving that optimism is a truly invaluable phenomenon.
We all crave good experiences.
We all hate bad experiences.
This increasing trend towards experience is so strong that in 2023 we are seeing Chief Experience Officers (CXO) being appointed to ensure that it is made a foundational element of business strategy.
A recent PwC report noted that it is what every company strives for. Yet so many fall short of expectations – perfectly reasonable expectations.
“Call it an experience disconnect: companies tout the latest technology or snappy design, but haven’t focused on, or invested in, the most meaningful aspects of customer experience”.
Communication. Consistency. Convenience. Speed. Friendliness - and of course the human touch.
As well as Customer Experience, businesses increasingly need to think about Employee Experience as competition for the most talented and skilled workers grows more intense.
Over the past year, we have seen huge movements of talented people, referred to as the Great Resignation and Quiet Quitting, as workers reassessed the impact of work and what they want to get out of their lives.
We often see companies try to retain their key employees by offering financial incentives. However, in our experience, many of those employees would have stayed put anyway and others have concerns that money alone can’t address.
Praise from leadership, frequent promotion, the flexibility of hybrid work, a positive company culture and opportunities to lead projects are often more effective in terms of retention than simply cash. Effective leadership-development programs designed to retain key employees identified as being at risk of departure are also hugely effective.
Customer and Employee experience is a critical component of loyalty and, as a result, revenue.
The Top HR Business Executives in Hungary magazine is a special annual publication of the Budapest Business Journal. It focuses on outstanding achievements and how the Hungarian HR market is developing. It looks at leading HR organizations, the challenges of a tight labour market and the trends shaping the market in Hungary today. The selection is unashamedly subjective, having been made by the editorial team of the Book of Lists and the BBJ, and draws on a 30-year-history of providing unparalleled business news and analysis. The readership of Top HR Business Executives mirrors much of that of the BBJ, including many of the country’s leading business executives, diplomats, and decision-makers.
Last week Friisberg & Partners International was privileged to be invited to participate in the Ukraine Recovery Conference 2023 (URC23) in London from 21st – 23rd June. It is an annual global conference and was this year organized and hosted by the governments of the United Kingdom and, of course, Ukraine. URC23 brought together a coalition of thousands of representatives from civil society, businesses and governments from 59 countries to discuss and commit to support for Ukraine’s recovery and reconstruction.
Elena Maysyura, who leads our office in Kyiv, was joined by Lorri Lowe and Andrew Guy from our office in London. Speakers at the conference included Ukrainian President Volodymyr Zelensky, UK Prime Minister Rishi Sunak, his Ukrainian counterpart, Denys Shmyhal, as well as President of the European Commission Ursula von der Leyen (who confirmed that Ukraine’s accession to the EU is imminent), US Secretary of State Antony J. Blinken, foreign ministers of EU countries, and others.
We know that Ukraine has significant economic potential. The international community came together at the conference to unlock the potential of the private sector to help Ukraine’s economic recovery. This, in turn, will support the country to come back stronger, as a modern, stable and resilient democracy.
"By building Ukraine, we are building much more than one country, we are building the world.
"Will it be peaceful? Will it be stable? Will it be democratic? It depends on each and every one of us."
President Zelenskyy (video remarks)
The focus of day three of this year’s conference was to advance private sector participation in the Ukrainian recovery and for this URC23 was hailed a great success, with one of the largest international financial commitments for reconstruction since the Second World War. By the end of the event, a total of some US$60 billion in international commitments had been made.
It was noteworthy that a recurring theme at URC2023 was the strength of human capital already in Ukraine and the willingness of the Ukrainian diaspora to rebuild the economy back home - not just after the war, but now.
With our office in Kyiv and many more in other cities in Europe and around the world, Friisberg & Partners International is ideally placed to identify and secure the right leadership for Ukraine's revived businesses and FDI projects.
Friisberg stands with Elena, her team in Kyiv, and her country - we remain united in our support for Ukraine.
Philip provides a breadth of insight and advice in Business Development.
With close to 30 years of experience with international board, C-level and leadership teams, Philip has worked with senior executives as a trusted voice coach and communications' advisor. He has advised national and global organizations of all sizes, including publicly listed corporations, family-owned businesses and the public sector.
As a Consultant with Duchenoy Immobilier and previously with Kretz Family Real Estate, he has worked for leading property companies and has extensive knowledge of Real Estate.
Bilingual in English and French (residing in France for 20 years), and with a working knowledge of Italian and German, he studied Law at Cambridge University, then Voice, Theatre and Opera at the Royal College of Music London.
Based in France, he has performed as soloist at venues such as Tokyo Opera, Kobe Opera, English National Opera, La Scala Milan, Théâtre du Châtelet, Paris and Theâtre des Amandiers, Nanterre. He has been involved in the production of hundreds of commercial and film recordings, including two Oscar nominated movies.
Throughout his performing career, he has also been in great demand as singing teacher, voice coach and vocal consultant, helping professionals from the worlds of opera, theatre & film and also business professionals to develop communication, performing and public speaking skills. Individual clients have included management teams, lawyers and consultants from companies such as Freshfields, Latham & Watkins, Ernst & Young, Dassault, BNP Paribas, Euronext and OECD.
Zoltan Petho, Chair of Friisberg & Partners International, also extended his welcome, “We are delighted to welcome Philip to our London team and his immense and impressive experience will be a huge asset to Friisberg globally.".
Philip is thrilled to be joining Friisberg & Partners International in these exciting times and is looking forward to becoming part of our global team.
In the Executive Search industry, it is important to have a delicate balance between supporting and challenging one's clients.
As an Executive Search company, you are tasked with finding the best possible candidates for a given position and presenting them to the client. But how do you find the right balance between meeting the client's requirements and challenging their view of what the ideal candidate is?
One of the factors that often plays an important role is industry experience. Clients often have a strong opinion about the profile they are looking for and may be inclined to look for candidates with direct experience in their industry. As Executive Search consultants, it is our job to understand our clients' needs while broadening their horizons and introducing them to potential candidates who may not have direct industry experience.
While industry experience can be an advantage, it is important to have a broader approach to the recruitment process. By only looking for candidates with direct industry experience, you risk overlooking candidates who have transferable skills and competencies from other industries that can be transferred and benefit the client. It is our job to understand what skills and attributes are critical to the position and find candidates who match those requirements, regardless of whether they have direct industry experience or not.
It is also important to remember that industry experience does not necessarily guarantee success. Candidates with lots of industry experience may still have weaknesses and limitations, and it's important to find the best candidate for the job, regardless of their previous experience. As Executive Search consultants, it is our job to evaluate the candidates on a wide range of factors, including their skills, personality and potential, to find the best match for the client.
In the end, it's about having the right balance between supporting and challenging the client. As Executive Search consultants, it is our responsibility to understand our clients' needs and present them with candidates who can meet those needs. But we also have an obligation to challenge their views and expand their horizons so they can find the best possible candidate for their organization, whether they have direct industry experience or not.
Peter Krogsgaard, SVP Commercial at Copenhagen Airport, has the following considerations, "I myself have made several industry changes from Retail, to Telecom, over the IT industry to my position today, as responsible for the commercial part of running Copenhagen Airport. I have focused on hiring talented managers, regardless of whether the management experience is from the same industry or a different industry. I have focused on two overall competencies: The intellectual capacity – the ability to understand the value creation and the ecosystem in a new industry, as well as the candidate's personality, drive, motivation, etc. Together, it often quickly provides direction, structure and momentum.”
We have outlined the most important properties in the 4 points below. Some of the most common transferable skills and competencies that can be transferred from one industry to another include:
Have you tried a change of industry or have you yourself hired someone who had no industry experience? And what is your experience with this?
Like everyone else, as candidates we experienced the post-interview limbo - waiting for the outcome that might, or might not, change our future.
Today, in our role as intermediaries, we find ourselves in the position of having to accommodate the (often excessively long) timelines of the client selection process, while being all too conscious of our candidates' state of limbo.
It is an uncomfortable position.
Both client and candidate should, and must, be looked after.
In our opinion, the only solution is to agree a roadmap of the entire selection process, which must be respected by the entities involved.
We understand that communication with our client is vital and when a remit changes we know an agile approach is imperative to ensure the process does not stall.
At the same time, we make sure that our candidates never feel isolated. We guide them through every step of the selection process, offering answers and suggestions, preparing them for interviews and establishing long term relationships.
Perhaps a week may be too short a time to give answers and manage what is certainly a complex process, but we think that within two months may be the right time to 'close the circle' and go from presenting candidates to hiring the best one.
Sun Wave Pharma is the No. 1 Nutraceutical company in Romania, with nature-based products in the portfolio which help to increase the patients’ quality of life and support a healthy life - regardless of age. We have 420 employees and 9 strategic divisions, and we are already present in Bulgaria and Serbia and developing in other CEE markets.
My experience in HR is over 20 years. I started my career in an engineering business in 2001 and later I moved to the IT industry as part of the HR department of IBM Romania. In 2010 I joined an FMCG business as their HR Manager for Beiersdorf Romania & Bulgaria. Last year I joined Sun Wave Pharma taking on the challenge of leading a complex HR department at a moment of internal transformation, both from the leadership point of view and also from the cultural perspective. Our efforts in the Management Team are about transforming the company from a local one, a private equity with private ownership, to a modern, upskilled regional business, with processes and procedures, with Digital infrastructure, with transparent and fair decisions and responsible and compliant practices towards the market and laws. We are also working to redirect the company’s culture towards more collaboration between teams, promoting more empowerment and a personal growth mindset. We invest a lot in people development and in adopting new modern working tools and benefits, as well as shifting the employee’s perception from ‘What’s in it for me?” to “How can I contribute?”.
With employees all over the country, and often their manager in another city, the integration of new colleagues came as a challenge. My team has initiated a very well-structured onboarding process for our newly joined Medical Reps. We have implemented, together with the Area Sales Managers, a clear process and tasks that are to be done in each week for the first 3 months, including Welcome Box, Induction, learning materials, meeting the colleagues in the headquarters, feedback, discussions, buddies – all meant to create smooth integration and a great Employee experience and journey. The first months are the most difficult ones for the new employees – often they think that they don’t understand anything, they will never be able to do it, maybe this was a mistake and so on. When the leadership and the organization are close to that employee, helping and supporting them, integrating them into the team, those challenges are more easily overcome, and you end up having a positive, long collaboration.
When I am involved, I look for honest people, full of energy and ideas with the ability to implement them. I’m a big believer that anything can be taught/learned, but personality is an aspect that can’t be changed. And personality can build or break a team. Depending on the position, of course, then also know-how and experience matter. For my team, for example, I have tried to bring in people with different skills and capabilities so we can learn from each other. I believe the key is to find people with the same values and to be very honest with them from the beginning about all the positives and negatives in the organisation or role. There is no point selling the position and speaking only about the good things to convince someone to join you, because if they don’t find the same things you’ve talked about in the interview, later on when they are hired, they will just leave, and you start all over again. So, I always insist that the leadership and my team detail all our expectations and all the issues the the employee might encounter in the role.
I take my motivation from the people I work with. If I work with smart, energetic, passionate people, who don’t accept “it can’t be done” for an answer and come up with ideas and drive to move things forward, I can be the best version of myself as well. Also, I’m striving for that enormous satisfaction one has when my work contributes to a better work environment as a whole, to a good culture and to the achievement of good business results.
Great brands, great experiences, great organizations.
Declining brands, woeful experiences and toxic organizations.
Two sides of a cultural stick perhaps.
In the old days, structure told us how things were supposed to work – the designed organization. Something was also telling us that structure may not work as intended – the lived organization. We’ve moved a long way to appreciate the organization today as a place of living and expression as much as a place of processes, roles or corporate outcomes (if not more). Ultimately, culture plays a big part in corporate success, and failure.
Culture was a really trendy topic some thirty years ago, before we realized some challenges with validation and organization effectiveness. Maybe more cult than culture! There are more opportunities today to evaluate this critical feature of corporate and working life; more tried and tested methods. So, let’s use them.
The challenge with culture is what we are measuring and why. Is there ‘good’ and ‘bad’ culture? How do we decide on factors to assess values, beliefs and assumptions? And assuming we can identify dimensions of meaningful insights, how does it relate to effectiveness, individuals, groups, leaders, stakeholders and customers? Or, to change and adaptation? Good cultural insights need tailoring. But don’t wait for the crisis. Culture creeps silently, for better and for worse, surviving the quarter perhaps, but eventually…
There are so many issues from culture it seems impossible to ignore. Talent management, succession, retention, collaboration, communications, structure, risk, resilience, innovation, strategic planning…and yes, even profit. Leadership matters because of the ability to be attuned to culture, the intangible yet very tangible force behind success as well as ruination. However, culture can now be a little more visible and a little less reliant on someone’s intuition, speculation or the occasional away day. Cultural diagnosis may be somewhat science and somewhat art. But now there’s more science, which can help with the art of leadership!
Virtually all aspects of strategy, organization development and effectiveness take something from cultural insights. We meet leaders every day and see the situations they encounter – organization culture is definitely one of them. At Friisberg & Partners we are very well positioned to support incoming and existing leadership with rigorous methodologies and tools for cultural diagnosis and change.
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