Why Leaders Need Creativity and Courage 

Uncertain times offer opportunities to try something new. Companies are embracing this approach when filling top management positions. 

Alexander Kail spoke with Die Presse, one of Austria’s most reputable media outlets, to discuss why leaders must embrace creativity and courage in today’s dynamic business world.

The economically challenging situation, limited predictability, and uncertainty felt in some sectors are influencing the executive search business. “Both candidate profiles and search methodologies are changing,” says Alexander Kail, Managing Partner at Stanton Chase. Different skills and competencies are now expected from candidates. Simultaneously, companies are becoming more flexible in their requirements, moving away from their long-standing practice of insisting management positions be filled by someone with prior experience in a similar role within the same industry. “This has always been challenging for us. For years we’ve tried to bring more diversity into companies, but often witnessed the supposedly ‘safe option’ being chosen with the same predictable profiles.” Now, however, the trend is clearly shifting toward more creativity and courage. 

International Experience as a Competitive Edge

Kail explains that various transformations are changing the types of profiles in demand. Alongside digital literacy, international experience is increasingly valued. “This doesn’t necessarily mean having worked abroad—though everyone benefits from living overseas for a period—but rather knowing how to develop international markets beyond simply exporting from Austria. It means understanding how to initiate investments in other countries and continents. As we know, the US is one of the most important markets for Austrian investments, which is reflected in our business.” This shift is driven by pull factors such as the Inflation Reduction Act and energy prices, alongside push factors like Europe’s extensive regulatory environment. 

Leadership Through Connection

Leadership skills and empathy are also highly sought after. The underlying question is: “How can I, as an executive, build and develop a team that works cohesively?” Breaking down organizational silos remains a priority. “Companies need leaders who facilitate communication and bring out the best in their teams for the organization’s benefit.” 

More diverse profiles are being sought in terms of gender and age. At the senior executive level, being 65 is no longer considered a limitation—even less so for board appointments. 

The search process itself has evolved. It’s now broader, looking beyond narrow profiles to other industries where candidates may have developed valuable transferable skills. To identify these competencies, recruiters use extensive sourcing: “We speak with many people who might not be direct fits themselves but can recommend other potential candidates.” 

Kail notes another emerging trend: personal competencies are receiving greater attention and are more precisely evaluated in assessments. Both quantitative, data-based methods and conversation-based approaches are valued. This stems from companies’ need to “reposition themselves, adapt, and become more resilient.” 

Internal Talent Development

Such personality assessments are sometimes conducted independently of external hiring, as companies “have an interest in promoting the right people within their organization. This might seem contrary to our business model, but it’s extremely important that employees can advance internally. Others in the organization then see: ‘Things are happening here—people are being developed.'”   

Read the original article in Die Presse by Michael Köttritsch.