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OK we know what the unemployment rate is doing we -- that it is not where we all hoped it would be at this point so when you're talking about how to find a job at how to keep that job that is absolutely right among the biggest topics these days for many of you were watching in a very brutal jobs market.
Even at the very top in the so called C suite CEO CIO CFOs lately there hasn't been a lot of turnover in the top executive Rex but.
Do you want to be there.
How can you climb your way up there and state there.
Heidrick & Struggles is a -- leadership advisory firm providing executive searches of leadership consulting to some of the world's largest companies.
I always know you guys cabinet as the best down in fact replacing Eric Schmidt at Google way back in the day.
And -- that was that was a winner for him for you guys for everybody absolutely Kevin Kelly is the CEO Parker and struggles to executive search.
Business really doing here because you depend very much on CEO turnover.
We do actually it's fairly actually if you think about global unemployment at 71 point seven point 1%.
Here in the US hovering above 8% what's amazing is they're still a supply demand issues.
We talk about the attributes you need in -- CEO we've just focus on ice -- having the intelligence.
Minute shifted -- really leading from the the center not having a dictatorial style of leadership.
And now we're talking about is CQ cultural quotient.
Given globalization today the ability to navigate through different markets around the globe was the one of the number one attributes we look for -- -- the.
-- departures about 12100 of them over the past year is that a lot how does that rank.
That is but what you're seeing is a lot of firms really focusing on succession planning and looking to develop internal candidates so there seems he had bench strength got a bunch of books you eventually.
Coming through the ranks today because companies are more focused on.
How they develop employees what do you think that companies are.
Doing what they do these days when they when they do executive search is what are they looking for in person I mean we have people watching many in the cease wait maybe people with what to -- water change companies.
What are the qualities -- characteristics that real leaders must half the number one thing we're looking force operational experience.
But I'll give you -- staggering statistic.
40% of senior level executives.
-- -- organizations don't last eighteen months.
And it's not because they're not intelligent it's because culturally they just don't fit in the new organization.
So we help organizations try to mitigate that risk when it comes to culture -- seeks to promote from what that.
Might be a better way absolutely -- but the shocking thing today loses only 40% of companies globally focus on succession planning.
Board spend roughly two hours a year which you could think about it's less than a game of golf on succession planning.
So it's still something we can do a lot better let's talk about the qualities of would be CEOs you've got to be out -- obviously what does that mean to find.
Well if you think about six years seven years ago everyone was not a Blackberry here and -- -- and having to respond to a real time crisis within 1013 fifteen seconds.
You had a week he had a -- remember the fax machine -- kickbacks things.
In today's rolled.
With the markets the way they are things are changing and and on a dime you really have to have that agility to to think through.
What the -- -- your business is going to be it is it a sick people need to be innovative but.
Don't need to be or what that to have innovative ideas like -- Steve Jobs out there are some of the other real leaders that are out there Silicon Valley I always think about.
-- you do but also its greatest there's a whole generation coming through this Generation -- It's -- 1970 to 2005.
That are really creative really innovative and there's this thing going on right now called reverse mentoring.
So if you don't have that -- you don't have that DNA you can find individuals -- surround yourself with that early -- to to spur your thought process of reverse and.
Turn out front that interest -- pushing boundaries are quite gotten troubling you pushed out -- certainly not fox you know what I look about Fox Business is that come in and they say.
If you happen idea let's try it it may not work but at least we tried it's almost look at develops that muscle where you take a shot at something that might be a little outside the box.
It is that's fantastic a lot of companies unfortunately don't reward that today so it's taking that risk seeing if things work -- and who knows you may come -- and -- the next new creative innovative idea that's gonna help record company.
I often think of Alan Mulally who rules went to -- for Ford and he was not a car guy.
He understood logistics he understood things like unions because he worked at Boeing but he didn't know much about a chassis probably and yet he has been fabulously successful.
How does somebody who wants to perhaps switch course midstream go about doing that and not stumble and fall because they don't know -- the inner workings of every business.
What comes back says -- common earlier number one risk you know taking a risk and in venturing into.
A new industry.
Having the willingness to turn move locations -- -- one of the things we find today it is quite remarkable you know we're here in -- that.
You interviews senior candidate they don't want to leave base 1520 mile radius.
When there can be the perfect job for them and another part of the world another part of the country exception of sorts looking and expanding your boundaries.
Kevin Kelly is the CEO of Heidrick & Struggles it's wonderful to have in he's -- the placement -- -- places in the big executives figures up all over the world.
Who would make the best CEO to run each company thank you very much it's great to see -- thanks for having.
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