MEDIA COMMENTARY: Jobseekers need more than experience, they need people skills for C-suite jobs

Having a degree alone won't be enough to land a top job anymore, with companies now hunting for leaders with other skills. Experts reveal what they are looking for and why.

Resumes choc-full of qualifications are not enough for workers looking to land a C-suite position, with companies focused on the personal attributes of those vying for executive roles.

Experts say an oversupply of candidates applying for C-suite jobs (a term referring to the most senior level of executive) has given companies the upper hand in recruiting for top-level positions, with employers strongly invested in hiring executives who do more than just look good on paper.

Andrew Reed

Andrew Reed, general manager of executive recruitment firm Hender Consulting, said there had been a marked shift away from technical prowess when it came to filling C-suite vacancies, in favour of strong people skills.

“It’s (a preference towards) emotional intelligence rather than raw IQ,” Mr Reed said.

“The best leaders are the people that can create a positive culture – they don’t yell at people,

they don’t make people frightened to come to work and they don’t use power inappropriately.”

RED FLAGS

Mr Reed said while governance and financial skills were still essential for executive leaders, they were no longer the only deciding factor for hirers.

Instead, recruiters were committed to ensuring candidates ticked the “it-list’’ and showed authenticity, humility, integrity, sincerity and vulnerability, he said.

Interview questions were deliberately designed to test a job applicant’s personality and character traits, with interviewees expected to justify any skills training undertaken, Mr Reed said.

“If a person has done professional development, we want to know why they’ve done that professional development and that it’s not just to tick the boxes,” he said.

“We’re not impressed by people that are constantly name-dropping and where confidence becomes arrogance – they’re big red flags for us.

“We specifically design questions to find if a person has an inflated ego or are not prepared to admit errors or mistakes.

“This (new approach to C-suite hiring) makes it harder for the people that are lacking in leadership qualities but if you are honest and authentic, the great thing is you shouldn’t need to prepare for interview – if you’re just being yourself then it should end well.”

NO EXPERIENCE REQUIRED

Leadership coach Tony Frost, author of The Professional, said the current approach to hiring executives favoured candidates who possessed a high level of self-awareness and consideration for how they were perceived by others.

He said good mentorship was key to becoming as empathetic leader, so long as mentees were open to the feedback provided.

Tony Frost

A solid understanding of business finance and, increasingly, artificial intelligence, was also required to win executive roles, with preference given to candidates who had successfully undertaken a company directors course, he said.

A range of career experiences was desirable but Mr Frost noted that, for most industries, “you don’t necessarily need to be an expert in whatever the company is doing to become the CEO.”

“You could end up running an accounting firm, for example, without having to be an

accountant,” he said.

CLIMBING THE CORPORATE LADDER

Experienced people and culture leader Bernice Witkowski became the first non-lawyer to join the executive leadership team of commercial law firm DMAW Lawyers when she was appointed executive general manager in 2022.

Bernice Witkowski

Ms Witkowski, who is now the firm’s CEO, said holding the top executive position of a company was a long-held aspiration which, to achieve, involved gaining experience in a range of roles and businesses, both in Australia and overseas.

“The reality is that you don’t need to be a lawyer to manage a law firm but you do need to understand the business and its intricacies,” said Ms Witkowski, whose earlier career included nine years as a human resources professional at a global IT consultancy.

“We have experienced lawyers who deliver our legal services, allowing me to focus on our strategic plan with the owners and create an environment that supports our team to best serve our clients and to be successful.”

Michael Robertson is now chief executive officer of Adelaide Cemeteries but started his career as an apprentice plumber and gasfitter.

Michael Robertson

“When you start in an entry level position, it is important that you are prepared for setbacks as you try to move upwards,” said Mr Robertson, who went on to hold roles in assets, infrastructure and facilities management before starting with Adelaide Cemeteries in 2008 as head of operations, infrastructure and environment.

“There are many ways to the top and varied experiences along the way make you a better CEO.

“I’m very proud to say I started out as a tradie as it gave me the skills to be able to relate to people from all walks of life which is so important for a CEO.”

EMBRACE THE CHALLENGES

Executive and leadership coach Sara Sabin said resilience and tenacity were key characteristics of executives.

Sara Sabin

“It doesn’t matter how many times you fall as long as you get up gracefully, with a positive attitude, learn and take ownership for fixing your own – and your team’s – mistakes.

“People love to be led by people that can lead themselves well, especially through tough situations, so embrace those challenges.”

TIPS FOR MAKING IT TO THE C-SUITE

1. Develop your leadership skills. Technical excellence can get you to senior executive level but you need strong leadership skills, including exceptional communication and the ability to emotionally regulate, to get to the next level.

2. Network. Build relationships with the people that are essential to your progression and support them, if you can, to achieve their goals.

3. Be resilient. Being able to prove your mettle in tough times and talk about how you deal with setbacks will make you invaluable at C-suite level.

4. Be You. Don’t be a manufactured version of who you think you have to be to succeed. The executives who seem to sale up to C-suite level know what they love doing and what they are good at doing and focus on that.

Source: Leadership coach Sara Sabin.

As Featured in Herald Sun