You have surely heard (and probably experienced first-hand) the famous "war for talent". In this scenario, companies no longer compete solely for qualified profiles — the real battle is to attract leaders whose priorities differ from previous generations. However, it is not enough to intuit what they value; it must be identified with precision and offered in an authentic and consistent way.
Según el World Economic ForumAccording to the World Economic Forum, the most in-demand executive profiles today combine strategic thinking, transformational vision and a great capacity for adaptation. CEOs, Managing Directors, CTOs and CPOs are especially sought after by companies backed by private equity or large family structures looking to professionalize their management. Furthermore, global trends such as AI, sustainability, digitalization and inclusive leadership have raised the bar. private equity o grandes estructuras familiares que quieren profesionalizar su gestión. Además, tendencias globales como la IA, sostenibilidad, digitalización o liderazgo inclusivo han elevado el estándar.
However, although the demand for leaders seems clear, attracting them is harder than ever. Why? Saying you believe in leadership is not the same as creating the conditions for it to thrive. The alignment between supply and demand does not always translate into a real connection. How can we make it possible?
6 STRATEGIC KEYS TO GET ON THE LEADERSHIP RADAR
1. EVP 1. EVP (Employee Value Proposition) tailored to the executive profile. adaptada al perfil directivo.
Attracting a CTO is not the same as attracting a CFO: motivations, vision and priorities differ. Companies must be chameleon-like and strategic, designing specific proposals for each profile, yet with one common factor: everyone wants to keep growing. Leadership training, personal development and change management are today necessary investments. Transparency in compensation policies and market-aligned remuneration are also important, in fact, this is a concept in transformation, with different and creative formulas emerging that go beyond variable pay or stock options. stock options.
2. Employer brand: authentic and purposeful.
Leaders want to build something meaningful, with a defined mission. This means having a coherent, solid and impactful culture. Organizations that achieve this are more successful in attracting and retaining top-level talent. Consistency requires that external perception reflects the internal reality of the company. Let us not forget that the leader will become a standard-bearer of the employer brand, associating their personal reputation with that of the company, which can either boost or damage their professional prestige.
3. Professional networks and reputation: levers of attraction.
Executive talent moves through contacts and references, which is why it is crucial to provide them with the opportunity to have visibility and an active presence in professional networks and forums, to continue strengthening solid relationships. This is a strategic asset for both leaders and companies, as through collaborative alliances they achieve growth, innovation, the ability to generate impact and attract talent. Reputation is not built from an armchair, but through visible impact, both inside and outside the company.
4. Wellbeing for leaders too.
Traditionally, it has been assumed that leaders must be available 24/7. This mindset is changing. Executives also value work-life balance, self-care and emotional wellbeing. The absence of real wellbeing policies for senior management not only reduces competitiveness, but can also trigger talent loss. An environment that also takes care of those who lead generates sustainability and commitment at all levels.
5. Human and adaptive leadership..
Leaders are no longer expected to impose or have all the answers, but to know how to create environments where people can grow, make mistakes and contribute with confidence, bringing competencies such as empathy, active listening, humility and adaptability. These help not only to manage crises or diverse teams, but also to anticipate change, understand each person's pace and foster growth. Team members want a leader who leads by example, not by title.
6. Selection processes that rise to the occasion.
A recruitment process is a brand experience, a letter of introduction. It is not just about evaluating the candidate, but about generating a bidirectional value relationship. Leaders observe whether the process is well designed, whether it allows them to truly understand the opportunity and whether the company demonstrates the same level of standards it expects. A rich, agile, respectful and strategic candidate experience speaks louder than any slogan.
A clear example of transformational change in leadership attraction is Microsoft, which radically changed its EVP after Satya Nadella became CEO in 2014. He himself explains this in his book Hit Refresh (2017). Hit Refresh (2017).
Microsoft Case. EVP Transformation:
- It went from being a rigid company focused on internal competition to a culture based on a "growth mindset".
- It redefined purpose: «Empower every person and every organization on the planet to achieve more.»
- It introduced flexibility, inclusion and wellbeing policies, and positioned empathetic leadership as a central pillar.
Result?
- It attracted high-level profiles that previously did not consider Microsoft "cool" or innovative.
- It reversed its talent drain and now competes head-to-head with Google, Meta and Amazon for key executives.
- Ha sido reconocida globalmente como una de las mejores empresas para trabajar.
En conclusión, al redefinir su EVP con autenticidad y foco en cultura, propósito e innovación, Microsoft se volvió magnética para los líderes.
To conclude, I would like to propose a reflection on how the professional world is shifting from recruitment to "seduction". However, we must be aware that this must be grounded in authenticity, transparency and honesty. Presenting an organization or professional project in a way that is misaligned with internal reality will only lead to a waste of time, opportunities and resources, for both leaders and companies. At the end, it will be a failure.
Las empresas que no adapten su propuesta de valor, procesos de atracción y cultura organizacional a las nuevas demandas de los líderes directivos quedarán fuera del radar.
Is your company ready to review its executive attraction strategy and adapt to a hyper-competitive context?