Members are given the opportunity to share an important moment or dilemma in their professional / managerial lives.
The first such conversation was undertaken by Zoltán who discussed why he decided to put himself forward for the international position of Chair of Friisberg earlier this year.
"It took immense courage actually to decide to run. I have been a member of Friisberg's Executive Committee for a number of years in an international Business Development role and so I understood how the different global markets operated, the way the local offices were run and of course I knew my colleagues well. Even so, to take on this role was a big decision. I knew it would take time, a great deal of personal commitment and of course I am still extremely busy in my own local market of Hungary!"
The Friisberg Partners overwhelmingly voted for Zoltán in July 1, 2021,
"It was a huge honour to be elected and I am committed to growing Friisberg, to strengthening our presence across international markets and to providing all our clients with unrivalled service."
We have all encountered a similar situation that required us to step out of our normal world and to push our borders further. Zoltán's success is instructive for many of us.
The onlyCEO Club is a unique community of business leaders – a meeting place for key leaders from various industries.
This International Women's Day we would like to celebrate the talented and determined women of Friisberg.
This year’s theme is #breakthebias which encourages us all to strive for a gender equal world.
We are proud that Friisberg & Partners International has been a long term champion of equality achieving 50-50 representation and ensuring women are fairly represented at all levels of the business.
It is a business-imperative and something that is increasingly seen as a differentiator in client relationships.
To attract and retain top female talent, we need approachable role models. Current and future talent demand it and, if it’s not authentically experienced in the workplace, that talent will vote with their feet and businesses will simply fail.
International Women's Day gives us a chance to focus on gender balance - the magic ingredient to make a team great to work in, and great to work with.
The Metaverse is a virtual world, one to which we will connect using a range of devices to make us think that we are really inside it - interacting with all its elements. It will be like actually teleporting to a whole new world through virtual reality glasses and other accessories.
We have experienced them for decades in the videogames' industry, where by creating a character you can live adventures through your computer. However, the metaverse is not looking to be just a fantasy world, but perhaps now a kind of an alternative reality in which we can do the same things we do everyday, but without leaving our room.
Facebook and other companies are betting on the creation of a parallel, but completely virtual, universe, accessed via virtual and augmented reality devices, so we can interact with each other 'realistically'.
The key to this metaverse is that we can be fully immersive in it - or at least much more than the current and rather basic virtual reality that exists today. We might initially need to use glasses similar to those currently available, but additionally we will use sensors to capture our physical movements enabling our 'avatar' to have a fully immersive experience.
Devices to enable interpretation of facial expressions will mean that our avatar in the metaverse can recreate us, and other people with whom we are interacting can understand how we feel. Body language will be imperative for these virtual interactions to feel 'real'.
We will continue to analyse how can we can utilise new technologies in our everyday professional lives - might we soon be able to evaluate candidate competencies through their behaviour in the metaverse?
Javier Uruburu
Partner, Spain
It represents a practical assignment where differences in experience and personality emerge clearly. The case also provides an objectivised basis for comparing and ranking candidate presentations.
We see, even with experienced executives, that proposed solutions vary sharply in terms of the ability to shed light on the specific case, to prioritise core issues, and to apply their own experience and expertise.
In their initial meeting with the client, the candidates learn about the business, its strategies and the people involved.
The client learns about each candidate’s experience, motivation and ambitions. In this round, three-four candidates normally stand out with a relevant background, good motivation for changing jobs, personal ambitions and potential cultural fit.
In the next round, we want to develop the dialogue further. We will become better informed about how candidates approach relevant company issues. Together with the client, we therefore develop a case which gives all the candidates the same starting point for the next meeting.
The case will reflect commercial issues at the client and is formulated in a sufficiently open way that the candidates can be invited to make their own assumptions, delineate and prioritise
Candidates receive the case two days before the meeting in order to see how they apply their knowledge and experience rather than how much time they are able to devote to preparations
Candidates are free to choose the form of their presentation
The candidate will use 20 minutes to present their solution, followed by 40 minutes of questions, elaboration and discussion.
Benedikte Stiff / Hild Kinder
Partners Oslo
In nearly every conversation we’ve had recently with executives across industries, we keep hearing that great people are harder to find and it’s increasingly difficult to convince them to make a move.
Many companies realise they would benefit from the knowhow, experience and connections of an Executive Search firm, but often have misconceptions about the way we work.
When talking with a prospective client, we are often asked whether we would consider a contingency search model without exclusivity. Sometimes it is because a client has not experienced retained search before and on the surface the main difference appears to be simply an issue of how the fee is paid.
But that difference drives a completely different approach to assignments and it often necessitates an explanation.
While we believe there are merits of both, a clear understanding of the differences is critical to making the right decision for a specific search.
At first consideration, the non-exclusive contingency model may seem better for the client - there is no perceived risk because there is no upfront payment and engaging more firms casts a wider net to elicit faster and better results? This thinking, while common, actually works against the clients’ interests, it will seldom ensure access to the best talent and can create damage in many ways.
It is important to realise that the contingency model makes the provider to work with a large number of positions at the same time and to focus on the roles that are most likely to be filled quickly. Though high speed can be a good thing, quality and service will be compromised and the client will get CVs of the most easy to reach candidates who are currently available, yet not always the best for the role. A contingent search means that when the recruiters get bored, frustrated or tired, they can quit, there is no commitment from any side.
While contingency firms would ideally like to create a positive candidate experience, the focus will be on the transaction - just getting a number of suitable resumes in the door first. But because the best candidates are generally passive, busy, usually just casually looking at online opportunities (if at all), they will seldom respond and apply, except those actively searching for a job and that is only about 5% of all potentials.
To get the attention of passive candidates, a search requires careful engagement strategies and personalised presentation of the company and opportunity, therefore many great candidates will be missed because the contingency search is under pressure to present candidates quickly. These are the experiences that often give the recruitment professionals a poor reputation and the unfortunate negative perception among candidates.
One big recruitment myth is that recruiters will work harder when they have to compete with other search firms. That never guarantees success, it actually creates chaos in communication among all parties, high activity at the beginning of the assignment and a rush to make a referral before anyone else.
There is lack of research, assessment, commitment and guarantees from the non-exclusive contingent search.
If exclusivity for one firm is not agreed, candidates will be approached by several recruiters for the same position. This may completely put off many passive candidates because it is perceived negatively, it diminishes the importance of the position and candidates may be concerned about confidentiality.
What works best for attracting the senior candidates is a committed partnership where there is an accountability to find the right fit – something that definitely benefits the client.
In today’s candidate-driven market, it is extremely important to tune into what candidates are looking for in their next roles. Lockdowns gave people time to reflect, they look for purpose, work-life balance and are extremely careful about confidentiality.
The candidate experience should be a priority for a retained firm.
The assurance of importance, exclusivity and confidentiality will elevate the client brand and can persuade candidates to open up and consider opportunities at times they would not be actively looking. Most experienced leaders recognise that executive search professionals can be very valuable advisors and are honest and open with them in ways they can not be directly with an employer. This is also helpful in managing future career expectations, negotiating salary and contract terms.
If you want to ensure you get the very best talent, and not just an immediately available hire for the key positions, exclusive retained search is the best choice.
Retained search is better for everyone involved: the client, the candidate, as well as the search firm.
Andrea Chládková
Partner, Prague
In the US, retailers will reap $20 billion in sales by the time the holiday is over and in the UK £1.37 billion.
Valentines Day however dates back to the Roman pagan festival of Lupercalia when people would honour the gods of agriculture and fertility. During Lupercalia women were whipped and animals were sacrificed - thankfully the event has evolved somewhat!
We spoke with our Friisberg people around the world and it seems they all have their own traditions to celebrate love.
The Feast of San Dionisio is celebrated on 9th October in Valencia. Much like Valentine’s Day (which is also celebrated in Spain as El día de San Valentín), the Feast of San Dionisio is a celebration of love and romance in the name of the patron saint of lovers and has been observed since around the 18th century. Gifting scarves full of marzipan is a sweet custom (Mocaorà) Women who receive this gift should keep all of their scarves to show how long the couple has been together.
The tradition of Gaekkebrev - the sending of a humorous love poem - is still very much alive in Denmark and Norway. They are written on hand-decorated cards or letters that resemble paper snowflakes and are sent anonymously. If the recipient of the poem can guess who sent it, then the sender must buy them with a chocolate egg for Easter. If, however, the sender remains undiscovered, then the recipient must buy a gift for them when their identity is revealed!
In Norway, rather than roses, friends and sweethearts exchange pressed white flowers - Snowdrops.
It's been said that the first Valentine's Day card originated in France when Charles, Duke of Orleans, sent love letters to his wife while imprisoned in the Tower of London in 1415.
Today, Italians celebrate Valentine's Day with gifts and romantic dinners. One of the most popular Valentine's Day gifts in Italy is Baci Perugina, which are small, chocolate-covered hazelnuts wrapped with a romantic quote printed in four languages.
Finland and Estonia opt for a friendlier celebration called Ystävän Päivä in Finnish and Sõbrapäev in Estonian instead. Here, February 14 is all about celebrating friendship, and people exchange presents and cards with the greeting ‘Happy Friends Day’.
Since 2016, Friisberg & Partners International has been represented by Qualia Executive Search in Romania, a well-known executive search company on the local market.
After 6 years, Floriana Enescu, the Managing Director of Qualia Executive Search, has formed a new company, Friisberg & Partners International, Romania, and to end her collaboration with Qualia Executive Search. She said,
“I am grateful for all the experiences I had at Qualia Executive Search in the last 17 years. It meant a lot for my personal and professional growth, and for that I deeply thank my clients and my colleagues, especially to my colleague & co-founder, Ionut Balintoni, from whom I learned so many things that brought me to what I am today.
"Sometimes, after so many years, it is better for friends & partners to follow different paths. I am sure that Ionut will lead Qualia Executive Search to continue to offer the best services to its clients and partners, in the most ethical way.
"I started this new journey with a lot of enthusiasm and I thank my Friisberg & Partners colleagues for all their support. The world around us is changing and it embodies our deep dedication to client success and relationships, wherever our clients do business. Friisberg has a determination to never stop leading the way in innovation and thought leadership, so recognising that we were already so well aligned philosophically with Friisberg, we are genuinely delighted to now be Friisberg Romania.”
Zoltan Petho, Chair of Friisberg & Partners International, welcomed the opening of the new office. “Despite a global pandemic and economic crisis, Friisberg remains focused on its strategy to expand and innovate to connect clients to talent, internationally. We have made it our purpose to grow with our clients, as individuals and as a team, and Romania further strengthens our already significant presence in Central & Eastern Europe.”
Floriana Enescu is a psychologist with 20 years’ experience in recruiting and Executive Search.
Over the last 17 years, Floriana has coordinated searches for clients such as: Heineken, Beiersdorf, Allianz Partners, Phillip Morris, Danone, BNP Paribas Real Estate, Lagardere Group, Carrefour, Ikea, CB Richard Ellis, Hipp International, Coldwell Banker, Marks & Spancer, PayU, Signal Iduna, Tractebel, Siemens, Cushman & Wakefield, Vastint, Bionorica, Syngenta, Interbrands Orbico, Pinebridge, and Delamode.
Having strong and quality leadership has proved to be a major asset in recent turbulent times. It is not a secret that companies who invest in leadership development perform better than those that do not and they are much more adaptable in periods of crisis.
Quality leadership is a combination of skills, traits, attitudes, and mindset - things not typically innate and therefore necessitating fine tuning.
One of the indicators of how valuable quality leadership is to an organization is the time the company invests in training and development for their leaders. The observations on the local market show that those companies who do invest usually dedicate between 12 and 30 minutes per month - in medium-sized businesses, and about 5 hours per month in larger organizations. The approaches vary from short online chunk sessions, through specialized development programs and individual coaching. The predominant focus is on first-line managers and aspiring leaders and much less on top executives.
Typically, outcomes are based on improved relationship between manager and direct reports. Much research though, indicates that more beneficial impact is on organizational outcomes. That’s why all leadership deserves to be developed. Every level of management in the organization needs to build, master, and nurture the relevant leadership skills in order to be prepared, resilient and alert.
A wide-ranging leadership and management development program includes offerings for all levels of leaders: new, middle, and senior.
Although focusing leadership development is always a good idea, there are some typical situations and stages in the life cycle of the company in which it becomes a must:
When a company cares about their leadership, it actually provides the opportunity for leaders to invest their time and energy back into the organization.
Whether in business or politics, there’s a tendency to select leaders on the basis of their confidence rather than their competence. When our main criterion for appointing leaders is how good they think they are, we will inevitably end up with people who are not very good - except in their own mind.
When hiring for a leadership role you might be overlooking one of the most important traits:
Perhaps humility isn't the first trait that comes to mind when you think about great business leaders. Instead you might think of someone who is a visionary, who is courageous - someone who is overtly charismatic.
Humble leaders tend to understand that they are not necessarily the smartest person in every room. Why? Because they don't need to be. Instead they actively encourage other voices, welcome challenge and run with the best ideas - regardless of whether they originate from a board member or from a junior.
When things go wrong, humble leaders admit their mistakes and take responsibility. When things go right, they shine the spotlight on others.
When leaders lack humility they often make avoidable mistakes, blaming others for their poor decisions, and overestimating their own talents to the point of losing touch with reality, preferring instead to surround themselves with ‘Yes People’.
In leadership, few traits are as indicative of incompetence as arrogance.
I have met all sorts of leaders some of whom are the loudest in the room while others are more introverted. Some really are creative geniuses while others are complete pragmatists.
But when it’s time to make a hiring decision, how do you assess Humbility?
We all tend to be impressed by charismatic people with powerful personalities and a commanding presence. My advice however is to always look a little closer.
Look for quiet confidence, a focus on others, ability and humility.
Lorri Lowe
Partner UK
After a challenging but very successful 2021, we look forward to 2022 with confidence. Sure, the pandemic is not yet over, but we also see great opportunities. The transformation of the industry is in full swing:
Digitization has received a tailwind from the pandemic.
It holds enormous potential, for example, in trade, industry, administration, education and healthcare.
Decarbonization of the industrial sector.
This poses the question to everyone of how they can bring CO2-neutral products to market. One factor: system integration of hydrogen.
Demographic change has affected the entire economy.
The situation in the care sector is dramatic. Solutions are needed from politics, business and education. Approaches could be: Use of robots, optimization of dual training, improved compatibility of family and career, and skilled labour immigration laws.
Decentralization or shortening of supply chains.
Increased sustainability and resilience of supply chains is a lesson from pandemic, along with travel restrictions and the blockade of the Suez Canal.
Overcoming these obstacles and seizing opportunities requires C-level digital expertise, but also decision-making power.
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