Today, the vast majority of global leadership, whether in politics, business, or finance, remains dominated by men.
As of 2024, men hold over 85% of Fortune 500 CEO roles and over 90% of head-of-state positions worldwide. The handful of women who do reach these heights are often celebrated for simply being there, regardless of how transformational their leadership is.
Meanwhile, the world faces daunting challenges: persistent wars, rising inequality, polarized societies, environmental crises. It’s fair to ask: would things look different if leadership better reflected the populations it serves?
Let’s look at the facts:
And yet, leadership remains overwhelmingly male. Figures like Donald Trump, Xi Jinping, Vladimir Putin, Narendra Modi, and others are making decisions that affect billions - decisions often framed by models of leadership cantered on dominance, competition, and control.
Importantly, men and women tend to bring different strengths to leadership. Studies suggest that men often focus more on task orientation, rapid decision-making, and risk-taking, while women are more likely to emphasize collaboration, long-term thinking, and inclusive communication. Neither approach is inherently better, but when leadership is dominated by one style alone, important perspectives and opportunities can be missed.
A balanced leadership model, where both styles are valued and integrated, could offer a far more adaptive and resilient way to tackle today’s complex challenges.
To be clear, this is not about criticizing individual leaders simply because they are men. Many male leaders have demonstrated extraordinary vision and empathy. But the system itself, built over centuries by and for men, prioritizes a certain style of leadership that isn't always suited to today's interconnected, complex challenges.
More women in leadership would likely bring:
Imagine if half of the world’s major economies were run by women.
Imagine if peace talks were led equally by those who have lived experiences not just of power, but of powerlessness.
Imagine boardrooms and parliaments where diversity was the default, not the exception.
It’s not just a matter of fairness. It’s a matter of effectiveness, performance, and progress.
The world is overdue for a leadership revolution - one where women are not the exception at the table, but equal partners designing the future.
At Friisberg & Partners International, we help our clients find the very best leaders - regardless of gender - who can drive real, lasting success.
We believe that diverse leadership teams aren’t just good for business, they are essential for building a better future. By focusing on skills, vision, and values, we ensure that organisations are led by those best equipped to meet today’s challenges and tomorrow’s opportunities.
Friisberg & Partners International is proud to announce that our Hungary office has secured second place in the Budapest Business Journal's ranking of top Executive Search firms.
This outstanding achievement is a testament to the dedication, expertise, and hard work of our exceptional team in Hungary, whose deep market knowledge and client-focused approach set us apart in a highly competitive industry.
At Friisberg, we take immense pride in the outstanding professionals who represent our firm. Their deep market knowledge, commitment to innovation, and client-first approach continue to set us apart. This achievement reflects not only their hard work but also the trust and confidence placed in us by our clients and candidates.
We understand that our clients are discerning, making thoughtful decisions about who they trust with their Search and Organisational Development needs. That’s why our team in Hungary consistently delivers innovative, tailored solutions that create real value for both clients and candidates.
Our commitment remains the same across all markets: to drive success for our clients and ensure an outstanding candidate experience.
To our team in Hungary: thank you for your unwavering dedication. Your success is well deserved, and we look forward to seeing you reach even greater heights.
Congratulations for this well-earned recognition!
In an era marked by continuous disruptions, leaders are increasingly called to guide their teams through challenging and unpredictable times.
Crises stemming from political, economic, and geopolitical events prompt leaders to rethink how they maintain productivity, engagement, and cohesion. However, while current crises undoubtedly impact team morale, they may not be the sole factor. Pressures such as a results-driven culture and shifts in management practices also shape the employee experience. Senior managers need to develop critical competencies, both to navigate the immediate effects of uncertainty and to prepare for long-term resilience.
Crises can create stress within teams, affecting engagement and cohesion. Issues like rising fuel costs, resource shortages, and heightened geopolitical tensions may play a significant role in reducing morale, yet they are part of a broader array of challenges employees face today. A study by Gallup suggests that nearly half of employees feel disconnected from their organisation’s objectives in times of uncertainty. But are crises really the primary cause? Leaders are encouraged to look holistically at factors influencing engagement, responding proactively to strengthen alignment with organisational values and maintain team motivation.
During a crisis, the leadership role extends from traditional oversight to embodying stability and clarity. Leaders are not only responsible for decisive actions but also for addressing underlying anxieties within their teams. A Deloitte report shows that consistent and transparent communication from senior leaders can foster trust and engagement, which are critical during uncertain times. Leaders are thus called to remain adaptable and empathetic, addressing both the operational and emotional needs of their workforce.
Adapting to crises requires a dynamic approach to leadership that balances immediate operational resilience with a forward-looking mindset. Key actions include:
While crises reveal organisational vulnerabilities, they may also uncover opportunities for growth and adaptation. The World Economic Forum reports that organisations accelerating digital transformation efforts during the COVID-19 pandemic often achieved substantial revenue growth post-crisis. This highlights how a proactive, future-focused approach can enable organisations to adapt and even capitalise on changes in the environment, transforming adversity into competitive advantages.
Effective crisis management involves looking beyond immediate issues to anticipate future challenges. Deloitte's research highlights that organisations with robust continuity plans are better equipped to handle subsequent crises. Leaders should prioritise risk anticipation, foster a culture of continuous learning, and reinforce organisational agility to create a workforce capable of thriving amidst ongoing uncertainties.
Leadership during crises requires a blend of strategic insight, adaptability, and empathy. For executives and senior managers, leading teams through uncertainty is as much about resilience as it is about building a foundation for long-term success.
Rather than solely responding to crises, leaders should cultivate an organisational culture ready to confront future challenges and to transform adversity into progress.
When engaging in Executive Search, the main goal for most is to find the right employee for your team. However, throughout the Executive Search process many advantages evolve as a result of the thorough market survey / market analysis that takes place.
Insights are obtained through a deep dive into the market's talent pool as well as interviewing and engaging with key executives and leaders within the industries. This provides the client and the firm with extensive information about salary levels, employment conditions, company reputation, DEI, competitor analysis, and much more. The knowledge, information and insights that are discovered during the process prove to be highly valuable.
One of the primary benefits of conducting a market analysis is obtaining up-to-date information on salary levels and employment conditions within the industry for specific profiles. This data ensures that your compensation packages are competitive, which is crucial for attracting and retaining top talent.
By engaging with market opinion leaders and senior management, we can gauge the reputation of the client company. This feedback is invaluable for assessing the company’s attractiveness as an employer and informs the employer branding strategy. For instance, if a company is perceived negatively, strategic measures can be taken to improve its image.
A thorough market analysis provides insights into the diversity of profiles in the market. This helps in understanding the current state of diversity within the industry and aids in formulating effective DEI strategies. Companies can then position themselves as inclusive and equitable workplaces, enhancing their appeal to a broader range of candidates.
The information gathered during a market analysis can be leveraged for future internal recruitment. Understanding the talent landscape helps in anticipating recruitment needs and hereby understanding how to increase retention rate, improve and promote career development etc.
By analyzing competitors, you can understand what they are doing to retain their best employees. This includes their retention strategies, career development opportunities, and overall job satisfaction levels. Armed with this information, your company can develop superior strategies to attract and retain top talent. This also includes identifying what motivates or dissatisfies employees in similar roles elsewhere can help in crafting more appealing job roles and work environments.
In 2024, organizations are increasingly recognizing that attracting and retaining top-tier talent is crucial for sustaining competitive advantage and driving innovation.
As the market for senior executives becomes more dynamic, we advise companies must adopt smart hiring strategies to ensure they secure the best leaders who can navigate the complexities of today’s business environment.
The senior-level talent market in 2024 is characterized by a blend of traditional leadership qualities and modern competencies. The rapid pace of technological advancement, the increasing importance of sustainability, and the need for diversity and inclusion have reshaped the expectations from senior executives. Today’s leaders must be agile, forward-thinking, and adept at managing cross-functional teams in a hybrid work environment.
Redefine Leadership Competencies: Modern senior leaders must possess a unique blend of skills. Beyond traditional competencies like strategic vision and financial acumen, they need to excel in areas such as digital literacy, change management, and emotional intelligence. Organizations should redefine their leadership competencies to align with the current and future needs of their business.
Leverage Advanced Analytics: Data-driven decision-making is revolutionizing the hiring process. Utilizing advanced analytics can help identify the characteristics and experiences that correlate with successful leadership within a specific organization. Predictive analytics can also forecast a candidate’s potential for growth and adaptability, ensuring a better cultural fit.
Enhance Employer Branding: In a competitive talent market, a strong employer brand is essential. Companies need to communicate their values, culture, and vision effectively to attract high-caliber candidates. Highlighting commitment to innovation, diversity, and employee well-being can make an organization more attractive to senior executives who are seeking purposeful and impactful roles.
Expand Search Horizons: The talent pool for senior-level positions is global. Organizations should look beyond local markets and consider candidates from diverse geographical and industry backgrounds. This approach not only widens the talent pool but also brings in varied perspectives that can drive innovation and growth.
Emphasize Cultural Fit: Cultural alignment is critical at the senior level, where leadership decisions significantly impact organizational culture. During the hiring process, it’s important to assess whether candidates’ values and management styles align with the company’s culture. This can be achieved through comprehensive behavioral interviews and cultural fit assessments.
Prioritize Diversity and Inclusion: Diverse leadership teams are proven to enhance decision-making and drive better business outcomes. Organizations must prioritize diversity and inclusion by actively seeking candidates from underrepresented groups. Implementing unbiased recruitment practices and ensuring diverse interview panels can help mitigate unconscious biases.
Utilize Executive Search Firms: Executive search firms can be valuable partners in the hiring process. These firms have extensive networks and expertise in identifying and attracting top talent. Collaborating with a reputable search firm can streamline the process and provide access to candidates who might not be actively seeking new opportunities.
Offer Competitive Compensation Packages: Attracting top senior talent requires competitive and comprehensive compensation packages. Beyond salary, candidates are looking for benefits that support work-life balance, such as flexible working arrangements, opportunities for continuous learning, and long-term incentives like equity options.
As the market evolves, staying ahead with these smart hiring strategies will be key to organizational success.
The workforce now consists of three generations of employees which is something previously unseen in the corporate world.
Older generations are impacted by increasing pension age, oftentimes delaying retirement, meanwhile the millennials continue to enter the workforce; in fact, they already make up a significant chunk of it. To make things more complex, COVID made its mark on values and expectations of different generations - not to mention the technology-centric environment that is here to stay.
Various studies have noted that leaders of different ages bring different skill sets and know-how to the table. Diversity helps to improve discussions, foster innovation and facilitate creative problem solving. And it's not just skills but also networks and viewpoints that are complementary. As a result, age diverse teams can better reflect the needs of larger consumer segments.
Perceived receptiveness towards innovation, high energy and eagerness to learn mean younger leaders often prevail over the perceived lower energy, often fixed attitudes and questionable technological literacy of their older counterparts.
It seems obvious that knowledge of experienced generations combined with a fresh take of younger ones produces better results. But how to get the mix right?
Different attitudes towards remote work, preferred styles of communication, respect of hierarchy (or absence of it) are the key pitfalls faced by the age diverse teams. It can lead to serious trust, collaboration and miscommunication issues which then result in lower productivity.
Every organization is unique, so are the markets in which the organizations operate. For example, Central and Eastern European companies usually have rather young management boards and need to attract older talent from the West.
The way forward may lie in embracing the culture which celebrates the strengths of different generations. The challenge is to find a formula that employs generational differences for the benefit of the organization. For example, adopting a decision making approach where the preference for very fast and reactive decisions is combined with well thought, double checked, experience based attitude. Also, embedding training and mentorship programs to ensure the knowledge transfer becomes a necessity.
In the ongoing pursuit of gender equality, inclusion stands as a cornerstone principle, essential for breaking down barriers, challenging stereotypes, and creating environments where all women are valued and respected.
World-renowned feminist, journalist and activist, Gloria Steinem, reportedly once explained:
"The story of women's struggle for equality belongs to no single feminist nor to any one organization but to the collective efforts of all who care about human rights."
While progress has been made in advancing women's rights and opportunities, true gender equality remains elusive in many parts of the world. Inclusion is vital to drive meaningful change to a more equitable future.
Inclusion is not merely about representation; it's about creating spaces and systems where all women, regardless of their background, identity, or circumstances, feel valued, heard, and empowered. This means recognizing and addressing the intersecting forms of discrimination and marginalization that women from diverse backgrounds face, whether based on race, ethnicity, socioeconomic status, disability, sexual orientation, or gender identity.
Women encounter various obstacles on their path to equality, including structural barriers such as discriminatory laws and policies, limited access to education and healthcare, and unequal opportunities in the workforce. Inclusive action involves identifying and dismantling these barriers to ensure that all women have equal access to resources, opportunities, and decision-making processes.
Stereotypes based on gender, race, ethnicity, or other factors often limit women's potential and perpetuate harmful biases and discrimination. By challenging these stereotypes and promoting diverse representations of women in media, education, and leadership, we can create a more inclusive narrative that celebrates the richness and complexity of women's experiences and identities.
This entails fostering inclusive attitudes and behaviors at all levels of society, from families and communities to workplaces and policy-making institutions. It involves promoting ally ship among individuals and organizations, amplifying marginalized voices, and actively challenging discrimination and exclusion wherever it occurs.
Inclusion is not just a buzzword; it's a fundamental principle that underpins the pursuit of gender equality. By breaking down barriers, challenging stereotypes, and creating inclusive environments where all women are valued and respected, we can build a more just and equitable society for everyone.
After years of interviewing executives, we have identified a series of intangible benefits that they value when considering a career change and a new project, which they believe will determine their success.
Apart from the specific challenges of the company, the role, and the executive's experience and skills, the following are some of the key elements they consider when making a decision:
These elements vary when it comes to a listed company, versus an unlisted company. In the case of a listed company, they also consider the following:
These are basically differences in terms of shareholder pressure, financial regulations, access to capital, and strategic focus, which influence their decision-making.
In addition, whether a business is mature or not also introduces new elements into the mix before making a decision, depending on the stage of business development and the specific needs associated with each. For example:
All of these are key elements to consider when defining an ideal executive profile for a position in a company and should be considered.
In today's digital age, artificial intelligence (AI) has undeniably revolutionized various industries. With advanced algorithms, machine learning, and natural language processing capabilities, AI-powered recruitment tools promise efficiency, speed, and accuracy in talent acquisition.
Despite the technological advancements, we know that the human element remains indispensable in the Executive Search process - here's why:
We know that the human touch remains irreplaceable to attracting and retaining top talent.
It is normal to quantify the right salary for a position, of any level, and especially for those that are classified as C-Level. Equally daily, during interviews with candidates, we recognise those soft skills that increasingly make the difference between one profile and another.
But have we ever considered what values can be of value to a candidate? Have we ever wondered what remuneration a candidate would be willing to revise for the right job?
In light of the ‘Conscious Quitting' phenomenon that characterised 2023, the HR world will have to reflect on this question and start taking into account the importance that a personal set of values can have for a candidate. In fact, some studies brought to the fore by major national and international media, show that with reference to ‘Conscious Quitting', the choice, the decision to leave or change jobs due to ethical conflicts, is growing significantly.
The analysis of the problem conducted by Paul Polman, former CEO of Unilever, and by the EIB - European Investment Bank - highlights that in an historical moment characterised by wars and massive natural disasters that threaten our stability and our future, the Z Generation are very concerned about the world they will inherit and are willing to devote their time and talent to companies that are committed to providing them with a better future. Consequently, they are willing to quit when their companies let them down'. And it is not only young people who are fuelling this trend, but also Millennials and a minority of Enlightened Boomers.
The ideal candidate, in a future that is already here, will not only be the one who demonstrates that he or she has the expertise and soft-skills needed to fill a certain role or do a certain type of work, but it will become increasingly important to understand whether their values are shared by the ethos of the firm in which they will work and vice versa.
