Articles

Retained executive search consultants are primarily interested in passive candidates, and consultants manage far fewer searches at a time because of the nature of the search process. Because they are paid by the organization to conduct a search, they do not represent candidates.

What you should understand when using a retained executive search firm for the first time!

Retained executive search firms operate on an exclusive mandate. They focus primarily on senior level, specialty type leadership roles or difficult to fill positions.  Like many other professional service organizations, management consultants, lawyers, accountants, etc., the retained part of it comes from the upfront fee that you pay to initiate the search process. This is key, as it means that there is a well-resourced back office that is crucial to conducting a focused, professional, and successful search.

Because executive search firms are retained by the client organization to conduct a search, they search out and recruit the best qualified candidates for the position based upon the specifications the search firm and client have established. They don’t just rely on resumes and their database for candidates.  Rather, they will scour the hidden nooks and crannies of the industry–and allied industries–to find the ideal candidate. A significant investment of resources is made in every assignment to identify, connect with, interview, evaluate and assess candidates against the client’s position profile. They want you to hire the best possible individual for the position.  This is why it’s called “SEARCH.”

Talent – the World’s Most Valuable Resource

Today’s pursuit for talent is as competitive as ever. Companies are not devoid of cash to invest in new products and services; they are devoid of the people to lead these initiatives.

The majority of our value-add is recruiting individuals who are:

• Currently employed
• Content in their current position
• Appreciated by their employer
• Not actively looking to make a change

By Katie Kuehner-Heber

Whether it’s questions around talent or tech, here’s how to know when it’s time to change strategies, and how to do it.

In today’s fast-changing workplace landscape, employers need to be increasingly flexible to attract and retain key talent. From hard-to-fill roles to mastering emerging technology, sometimes the best strategy is not singular, but being light on your feet, ready to switch things up.

Business demands constantly change. How are employers shifting gears to stay ahead?
In a down economy, there are not as many jobs, skills are shifting and many emerging job roles include an AI component. Shifting gears is necessary, and it requires building flexibility into the talent acquisition function.

Employers need to think differently about data. Many companies access data from many sources, but what they need is visibility and guidance on what to do with it to inform decisions. If you can integrate talent data from across the entire ecosystem of internal and external sources, you can quickly uncover hidden issues, determine the best path forward and foresee conditions ahead. Machine learning and predictive analytics lead to precise, actionable intelligence that informs effective planning.

Many employers are also expanding their candidate targeting and attraction capabilities. The focus is on creating a flexible, at-the-ready ecosystem of resources that can pivot swiftly as market conditions warrant. This approach can mean engaging a recruiting solution dedicated to a hiring project, reaching across industries for transferrable skills or opening roles up to both contingent and permanent talent pipelines to meet demand.

The talent function struggles to satisfy conflicting demands from the business. How do HR leaders “stop the noise?”

HR leaders face many business demands. Hiring managers raise alarms about open vacancies, unsatisfactory candidates, or low-performing hires. Those leaders are also expected to keep up with innovations, stay ahead of competitors and prepare for the future. At the same time, the C-Suite wants a solid strategy and measurable results.

Data removes emotion from the conversation. Use data to ask the right questions. If there is a hiring problem, where is the disconnect? Is one location or role skewing the whole process? Is the offer too low?

Are the right recruiting resources assigned to the task? Is a contingent worker or permanent hire best, and if contingent, what is the ideal bill rate? Is there one point in the candidate journey where applicants are held up or drop out?

Employers benefit from an approach that pinpoints problems and suggests specific solutions supported by a data integration and analytics platform.

Another way to stop the noise is with small wins. It could be an executive search placement, a project hiring effort where a few dozen hires are delivered on time or working with a procurement leader to identify and contain an uncontrolled cost. These wins are personal, and they create supportive allies for HR leaders.

Filling high-value and hard-to-fill roles can shape the credibility of HR and talent acquisition. How are leaders addressing those needs?

Hard-to-fill roles will always be a part of recruiting. Those roles may demand new skills, target professions in short supply, such as healthcare clinicians, or involve roles with all eyes on HR leaders to get it right. Whether you need a new VP of sales or 200 industrial workers to open a new facility, those high-value roles demand attention.

Seeing the challenges early is a significant advantage. When you identify the risk early, you can adjust strategies, bring in specialty recruiters or expand your sourcing. Challenging hires also involve broader strategies.

Is AI really changing the talent market, and if so, what should we do about it?

Talent acquisition functions rely on AI to manage high volumes of talent, distill enormous amounts of market research and automate communications to make the candidate’s journey easier. Candidates use tools like ChatGPT in the application process. This use of AI remains controversial, but accepting such tools will lead to improved application processes that enable companies to treat generative AI as the legitimate but imperfect business tool that it is.

The benefits of AI extend across industries, too. A Stanford study found that roughly 30 percent to 65 percent of decision-makers benefitted from cost reductions and revenue increases based on AI, with manufacturing at the top at 66 percent.

Digital acceleration, including AI, shows up in nearly half of companies’ three-year plans, according to a 2024 Mercer study, and redesigning work to incorporate AI and automation is number five out of 20 on the report’s HR priority list.

AI tools give employers more recruiting power than ever, but competitors have the same benefits. AI will be different a year from now. The same can be said for all parts of talent acquisition—the markets, the priorities and what it takes to secure high-value talent.

Stay focused on building change readiness into your talent acquisition function. Flexibility is a priority, and that ability to shift makes the difference when striving to meet your business and workforce goals.

By Jovanka Lakic – MarshMcLennan Agency

In today’s work environment, remote and hybrid work arrangements have become increasingly prevalent. As a manager, leading a remote and hybrid team presents challenges and opportunities. Here are some valuable insights and practical advice from a manager’s perspective on effectively managing remote and hybrid employees.

Establish clear communication channels: One of the essential foundations for managing remote and hybrid employees is establishing clear and effective communication channels. Regularly scheduled team meetings, one-on-one check-ins, and virtual collaboration tools can help foster open lines of communication. Encourage team members to share updates, ask questions, and provide feedback to ensure everyone feels connected and engaged.

Set clear expectations and goals: It is crucial to establish clear definitions of roles, responsibilities, and performance expectations for every team member. Setting measurable goals and delivering consistent feedback are vital for keeping employees motivated and on track. Regularly reassess and modify goals as necessary to accommodate shifting circumstances.

Encourage a culture of trust and autonomy: Trust is crucial when managing remote and hybrid employees. Allow team members the autonomy to manage their work and make decisions independently. Have confidence that they will deliver results and meet deadlines. Encourage open communication and be available to provide guidance and support when needed. Nurturing a culture of trust empowers team members and fosters a strong sense of ownership and accountability.

Prioritize employee well-being: Managing remote and hybrid employees requires paying attention to their well-being. The boundaries between work and personal life can become blurred in remote work scenarios, potentially resulting in burnout. Encourage a healthy work-life balance by promoting regular breaks, setting clear boundaries around working hours, and encouraging employees to take time off when needed. It is important to show empathy towards personal challenges and provide available resources for mental health support.

Foster team collaboration and engagement: Remote and hybrid work arrangements can occasionally result in individuals experiencing feelings of isolation and disconnection. As a manager, it is essential to foster team collaboration and engagement. Encourage virtual team-building activities, such as virtual coffee breaks or team challenges. Use collaboration tools to facilitate brainstorming sessions and encourage cross-functional teamwork. Celebrate team achievements and recognize individual contributions to boost morale.

Embrace technology and tools: Leverage technology to streamline communication, collaboration, and project management. Invest in reliable video conferencing platforms, project management software, and virtual collaboration tools. Provide comprehensive training and continuous support to ensure that employees are equipped with the necessary skills and knowledge. Continuously assess and update the technology stack to align with the team’s evolving needs.

By: Jobber Home Service Software

Jobber, a leading provider of home service software, released The Annual Blue-Collar Report: Gen Z and the Trades Need Each Other. The report, based on survey responses from 1,000 students in the U.S. aged 18-20, provides insight into how Gen Z navigates education and career choices, as well as offers solutions on how to inspire and encourage younger generations to consider taking advantage of all that blue-collar careers have to offer.

According to The Annual Blue-Collar Report, 76% of Gen Zs agree there is a stigma associated with going to vocational school over a traditional four-year university. This reality threatens our homes, economy, and the livelihoods of younger generations.

“If you own a home, you have a problem,” warns Sam Pillar, CEO and co-founder of Jobber. “While there is some renewed interest among the younger generation to pursue blue-collar careers, there’s still far too much work homeowners need done, and not enough workers to do it. We need to do a better job showing Gen Z how incredible the opportunities in the trades are, and encouraging them to consider that path.”

The U.S. housing stock is aging rapidly, with the median age of homes reaching 40 years. This is a critical problem as the U.S. is experiencing a labor shortage across most industries as labor force participation declines and the workforce ages and retires. In addition, the U.S. Bureau of Labor Statistics states that employment demands in trade industries are often greater than or pacing the 3% average of all occupations, representing not just a gap, but a growing chasm.

Key findings from the report provide deeper insights into why Gen Z is not pursuing blue-collar careers and how society can encourage younger generations to consider them. Despite the growing stigma and misconceptions that Gen Z has, The Annual Blue-Collar Report clearly shows that they actually do want blue-collar careers, and just don’t know it yet.

The “American Dream” needs a blue-collar rebrand

Gen Z has been taught to measure success through a white-collar lens, but AI, the economy, and layoffs are changing their minds. Their concerns around white-collar careers are clear.

• One-third (33%) of Gen Z say that white-collar desk jobs are less stable today than they were for their parents’ generation.
• 41% of Gen Z agree that the potential for AI to replace jobs has made it harder to achieve the “American Dream” and 46% believe there will be fewer future job opportunities as a result.
• 70% of Gen Z say they are not optimistic about the future of the economy.
• When asked what would make a trade career more appealing, Gen Z described what blue-collar professions already offer, including flexible work hours (73%), job stability (61%), and overtime pay (58%).

Gen Z’s biggest career influences are letting them down

Parents have blue-collar blindness, schools deserve a failing grade for blue-collar education, and Hollywood is doing hard work dirty.

• Family (51%) was identified as the biggest influence on Gen Z and the careers they chose to pursue by a significant margin.
• 61% of Gen Z say their parents haven’t spoken to them about vocational school or told them not to consider it.
• Just 17% of Gen Z say they have been educated on the benefits of vocational training following high school graduation. This was significantly lower than bachelor’s degree, community college, military service, and entrepreneurship.
• More than a third (35%) of Gen Z say television shows and movies have influenced the careers they want to explore and 47% describe trade professionals as being generally portrayed negatively (incompetent, unhealthy, and/or unhappy) in shows and movies.

We simply need more women in the trades

While many workforces have evolved to accommodate the modern gender distribution of labor, the trades have yet to establish this balance.

• Nearly half (48%) of Gen Z agree that women are discouraged from pursuing trade careers from a young age.
• 58% of Gen Z say that women face more discrimination within trade careers—compared to other career options—with the majority of women (68%) believing this compared to men (47%).

In addition to survey data and insights, The Annual Blue-Collar Report offers testimonials from people like 27-year-old commercial and residential electrician, Lexis Czumak-Abreu, who attests to the benefits of blue-collar work: “I studied pre-med in school, intending to become a surgeon but decided to become an electrician instead. Many people in my family are electricians, including my dad. The salary is great, the hours are stable, and the work is very gratifying!”

Finally, The Annual Blue-Collar Report highlights 10 specific calls to action for the general public, blue-collar professionals, policymakers and educators, and the media to help connect the dots between Gen Z’s fears and desires and the blue-collar opportunity in front of them, as well as eliminate the existing harmful stereotypes.

To access The Annual Blue-Collar Report Powered by Jobber, visit jobber.com/blue-collar.

By: Truforte Business Group

Beginning with the End in Mind

As a business owner, you’ve likely poured time, effort, and resources into building your company. But whether you’re considering selling in the near future or just laying the groundwork, one of the most strategic decisions you can make is to begin with the end in mind. Dr Stephen Covey in his popular book The Seven Habits of Highly Effective People refers to “beginning with the end in mind” as habit #2 and describes it as “to clearly visualize your desired outcome or goal before taking action”. Planning your exit strategy early on ensures that when the time comes to sell, you’ll be well-positioned to maximize the value of your business and meet your long-term financial and personal goals.

The Importance of an Exit Strategy

An exit strategy is more than just a plan for when you’ll sell—it’s a roadmap for aligning your business’s development with your eventual exit. Many business owners fall into the trap of focusing solely on growth and operations, delaying exit planning until they’re ready to sell. Unfortunately, this often leaves money on the table.

By having a clear exit strategy from the outset, you can make strategic decisions that enhance the value of your business over time. This could involve developing key revenue streams, reducing reliance on your involvement, or positioning the business in a way that appeals to potential buyers. A well-thought-out exit plan ensures that your business is attractive to buyers and that you can sell on your terms.

Maximizing Business Value

One of the main goals of any exit strategy is to maximize the value of your business. To achieve this, you need to focus on several key factors that buyers consider when evaluating a company:

Financial Health: Buyers want businesses with solid financials, including strong revenue, profits, and growth potential. Ensuring your financial records are clean, accurate, and up-to-date is critical for presenting a clear picture to potential buyers.

Market Conditions: Understanding the market landscape is essential. Is your industry growing or declining? Are there strategic buyers or competitors looking to acquire businesses like yours? Timing the sale to take advantage of favorable market conditions can significantly boost your business’s value.

Growth Potential: A buyer is not just purchasing your current operations—they are investing in your business’s future potential. Demonstrating clear opportunities for future growth, such as expanding into new markets or launching new products, can make your business more appealing.

Reducing Owner Dependency: Businesses overly reliant on their owners are seen as riskier by potential buyers. The more your business can operate independently, the more attractive it becomes to someone looking to step in without needing you at the helm.

By focusing on these areas, you can position your business as a valuable asset that commands a higher sale price.

Timing the Sale

When it comes to selling your business, timing is everything. The decision to sell should be influenced by both external market conditions and your personal goals. Selling during a market downturn or when your business is underperforming can significantly reduce your sale price.

To ensure you’re selling at the right time, it’s important to track both the health of your business and market trends. Are you hitting key performance targets? Are there competitors acquiring businesses in your industry? If so, it may be a good time to explore your options. On the other hand, if you have the luxury of time, waiting for favorable market conditions can be a smart move.

It’s also essential to consider your personal timeline. Are you nearing retirement? Do you have other opportunities you’d like to pursue? These factors should also weigh into your decision, as selling at the right time for you personally is just as important as market timing.

Key Steps to Prepare for a Sale

When the time comes to sell, preparation is key. Here are some practical steps to take well in advance of the sale:

Organize Financial Records: Accurate financial reporting is crucial. Buyers will conduct due diligence, and any discrepancies or gaps in financial information can raise red flags.

Clean Up Legal Structure: Ensure your business’s legal structure is clear, and any ownership issues, liabilities, or intellectual property concerns are addressed.

Streamline Operations: Efficient operations that run smoothly without your constant oversight make the business more attractive to buyers. Document processes and ensure that your team is capable of managing the day-to-day without heavy owner involvement.

Reduce Owner Dependency: As mentioned earlier, transitioning responsibilities away from the owner not only boosts value but also ensures a smoother transition for the buyer.

By addressing these areas early on, you’ll make the sale process more seamless and ensure your business is well-positioned to command a higher price.

Conclusion: Plan for a Strategic Exit

Selling a business is one of the most significant financial decisions a business owner will make. To ensure a successful sale, it’s vital to begin with the end in mind. By developing an exit strategy early, focusing on maximizing business value, and carefully timing the sale, you can take control of your business’s future and achieve your personal and financial goals.

Whether you’re planning on selling a business now or in the future, the steps you take now will determine your success when that time comes. Start planning today to ensure your business is ready for a strategic and profitable exit.

If you are thinking about selling your business…

Call Brooke Chase Associates M&A Referral Services at 941-479-6382.

By Cindy Barth – Contributing Writer , The Business Journals

Women — especially women of color — still are not moving into the positions from which CEO recruitment takes place at a pace fast enough to reach gender equity within the next decade.

The historic rise in women CEOs leading major firms in 2023 sparked widespread optimism that we might finally be on a steady upward swing, but that momentum stalled somewhat in 2024, according to the Women Business Collaborative’s 2024 Women CEOs in America Report.

As a result, while there has been improvement over the past 20 years in the number of women CEOs, the pace is “glacially slow,” noted Catalyst President and CEO Jennifer McCollum in a post on LinkedIn. “But there are bright spots.”

For instance, despite ongoing inequities and public backlash against DEI efforts, women entrepreneurs are experiencing strong growth in companies valued at more than $1 million. Additionally, there is an increase in women leading private companies and serving as CEOs within the Russell 3000, the report said.

But that uptick is not being experienced in all areas. As of July 2024, the number of women at the helm of Fortune 500 companies remained unchanged at 52, the report said.

In addition, the number of women CEOs in the S&P 500 declined from 41 in 2023 to 39 in 2024. However, there was an increase in the number of women CEOs in the Russell 3000, from 204 to 270, and the percentage of women CEOs in private companies is up more than 30% from 2023.

The WBC report corroborates data from Wells Fargo’s 2024 Impact of Women-Owned Businesses report released earlier this year, which found that women-owned businesses are having an undeniable impact on the U.S. economy, with women owning more than 14 million businesses, employing nearly 12.2 million people and generating $2.7 trillion in revenue.

That said, the stagnation does raise concerns about whether true gender equity in top executive positions is achievable in the near future, the report said. Women — especially women of color — still are not moving into the positions from which CEO recruitment takes place at a pace fast enough to reach gender equity within the next decade.

 A Closer Look at the Numbers

Fortune 500: 52 women CEOs, 10.4%

Fortune 1000: 46 women CEOs, 9.2%

Russell 3000: 270 women CEOs, 9%

S&P 500: 39 women CEOs, 7.8%

Private (> 1 billion): 180 women CEOs, 7.2%

Entrepreneurs > 1 million): 14 million, 25%

 Source: 2024 Women CEOs in America Report

 In addition, the polarizing climate around diversity, equity and inclusion threatens to jeopardize the gains made by women in recent years, the report adds.

According to S&P’s Quantamental Research, the growth in women’s representation among senior corporate positions potentially faces an alarming turning point. “Growth no longer appears exponential,” write study authors Henry Chiang, Samrudhi Kaulapure and Daniel J. Sandberg. “A waning focus on diversity initiatives suggests a potential inflection point and calls our previous gender parity estimates into question.”

To create meaningful change when it comes to gender parity in the CEO ranks, a commitment to a diverse workforce must start with senior leadership, then shared throughout the company and be viewed as a key part of corporate culture, the report said.

Some specific steps organizations can take include:

• Sponsoring and advocating for women’s leadership, especially for women of color
• Celebrating those leaders advancing women in the executive suite and toward the CEO position
• Actively supporting efforts to build pathways for women of color to be advanced to executive leadership, board directorships and executive committees
• Calling on current boards and CEOs to be intentional in building a diverse pipeline for talented women as CEOs

 “Diversity, equity and inclusion work is not always easy, and the results don’t always come immediately,” said Edelman’s Trisch Smith, global chief diversity, equity and inclusion officer. “But organizations owe it to their employees, customers and all stakeholders. The work is worth it — for both employees and the business bottom line.”

Here’s a deeper dive into what the numbers currently show about the current state of women in leadership roles, what the data signals for gender equity and what we must do to pave a way forward.

The current state of women in leadership

Fortune 500 

• There are 52 women CEOs in the Fortune 500 as of July 2024, the same number as in 2023.
• There are 8 new women CEOs in 2024; 8 women CEOs departed.
• Women are 10.4% of the Fortune 500, the same percentage as in 2023.

Fortune 1000

• There are 46 women CEOs in the Fortune 1000 (501-1000) as of July 2024.
• Women are 9.2% of Fortune 1000 CEOs. 

 Russell 3000 

• As of 2024, 9% of CEOs in Russell 3000 companies were women, up from 6.2% in 2021.
• By June 2024, there were 270 women CEOs in the Russell 3000, representing an increase in women’s leadership within smaller public companies.
• In 2023, women made up 6.8% of the Russell 3000 (204 women).

 S&P 500

• Women currently hold 39 of CEO positions at S&P 500 companies, or 7.8%.
• There is a decrease from the 41 women who held CEO positions in S&P companies in 2023.

 Private companies (more than $1 billion)

• There are 180 women CEOs leading private companies worth more than $1 billion in 2024.
• Women make up 7.2% of private company CEOs of more than $1 billion in 2024.
• In 2023, there were only 3.3% of women leading private companies.

Women entrepreneurs

• Women entrepreneurs have continued to grow rapidly, with a 41% year-over-year growth rate from 2023 to 2024, outpacing men counterparts by 25%. Women aged 25-34 remain the largest group, but there has been significant growth among younger women aged 18-24 (up 67%) and women over 65 (up 69%). Women of color entrepreneurs drive the economy nationwide, with businesses owned by racially or ethnically diverse women growing at a faster rate than their white counterparts — despite being less likely to have access to capital.
• As of 2024, there are approximately 14 million women-owned businesses in the U.S.
• Women now own 34% of all small businesses and franchises, contributing significantly to employment and revenue in the private sector.
• One in four businesses with revenue of $1 million or more are woman-owned.

Women of color

• Between 2019 and 2023, Black women-owned businesses saw average revenues increase 32.7%. Hispanic or Latina-owned small businesses also had a 17.1% increase. Asian women-owned businesses saw a more modest increase of 7.5%, Comparatively, all women-owned businesses saw a 12.1% rise.

What the data signals for gender equity

• There are headwinds to progress, and the pipeline for senior leadership has cracks. Women, especially women of color, still are not moving into the positions from which CEO recruitment takes place at a pace fast enough to reach gender equity within the next decade.
• The polarizing climate around diversity, equity and inclusion threatens to jeopardize the gains made by women in recent years.
• Women are making strides at private companies and at smaller companies, albeit at slower rates.
• Women have founded and own businesses, continuing to make a positive mark on the economy. With greater access to capital, it is likely to see women’s businesses of $1 million or more continue to gain momentum over the next few years.

Pipeline problems

• The growth of women’s representation among all senior leadership positions in the U.S. dropped to the lowest rate in more than a decade, 0.5% vs. 1.2% on average.
• Across C-suite positions, women lost seats for the first time over the study period of 2005-2023. Women held just 12.2% of the 15,000 C-suite positions across publicly traded U.S. firms in 2022. However, women’s progress declined to 11.8% in 2023.
• Forecast models of parity for senior leadership positions among U.S. firms now suggest parity one to seven years later: 2033-2042 compared with 2022 estimates.

Contributed by Scott A. Scanlon, Editor-in-Chief and Dale M. Zupsansky, Executive Editor  – Hunt Scanlon Media

Despite a growing emphasis on holistic workplace motivators, senior executives are showing a clear preference for financial rewards over job titles and remote work options. The latest Executive Search survey reveals that while company culture and mission alignment are valued, competitive compensation remains the most crucial factor for executive satisfaction. Let’s take a closer look at the report’s findings.

Despite evolving workplace trends emphasizing holistic motivators, reports continue to find that executives prioritize monetary incentives as a key validation of their efforts and value. Additionally, while company culture and alignment with organizational missions are important, Executive Search’s Annual State of Executive Employment Survey found that executives place a stronger emphasis on competitive pay over remote work options and job titles, highlighting the complex balance between financial security and professional fulfillment.

When asked what would make them more satisfied in their roles, the majority of executives pointed to higher compensation as the most significant factor.  “This strong preference for increased financial reward highlights the enduring importance of monetary incentives in executive satisfaction,” the study said. “Despite the growing emphasis on holistic and intrinsic motivators in the workplace, it’s clear that, at the executive level, compensation remains a primary driver of job satisfaction. This could be due to the high stakes and demands placed on executives, who often face considerable pressure to deliver results and drive company performance. For these leaders, competitive compensation packages may serve not only as a reward for their efforts but also as a validation of their worth and contributions to the organization.”

Beyond compensation, the survey also found that executives also considered several other factors that contribute to job satisfaction. These included company culture and values, leadership, organizational stability, personal fulfillment, professional growth opportunities, recognition, work-life balance, and the ability to work from home.

“Interestingly, the option to work from home was the least likely factor to increase satisfaction among executives. This contrasts with trends seen in other segments of the workforce, where remote work options have become highly valued. For executives, the lower priority placed on work-from-home options could be due to several factors. Many executives may already have a degree of flexibility in their roles, reducing the appeal of additional remote work options. Additionally, the nature of executive leadership often requires a physical presence for effective team management, strategic decision-making, and engagement with stakeholders, making remote work less critical for this group.”

Layoff Concerns

Regarding layoffs, executives were asked whether layoffs had occurred or were likely to occur within their companies. The responses revealed that the majority of executives equally cited two primary factors as the most likely causes of potential layoffs: financial instability and poor leadership or management decision-making.

Financial instability was identified as a major concern, reflecting the executives’ awareness of the economic pressures that can lead to workforce reductions. “This concern could stem from various factors, including declining revenues, market volatility, increased competition, or broader economic downturns,” the study says. “Financial instability not only threatens the immediate financial health of a company but also erodes confidence among employees, potentially leading to decreased morale and productivity. Equally significant was the concern about poor leadership or management decision-making as a driver of layoffs. This highlights a recognition among executives that leadership plays a critical role in navigating challenges and making strategic decisions that can either stabilize or destabilize a company.”

The survey explains that poor leadership decisions—whether related to mismanagement of resources, failed strategic initiatives, or ineffective crisis management—can exacerbate financial difficulties, leading to the need for layoffs as a last resort to cut costs.

“The equal emphasis on financial instability and poor leadership suggests that executives see these issues as interconnected,” the report said. “Financial challenges can often be exacerbated by weak leadership, just as strong, decisive leadership can mitigate financial risks and potentially avoid layoffs. The fact that these two factors were cited equally indicates that executives are aware of the dual importance of maintaining financial health and ensuring competent, strategic leadership to safeguard jobs and maintain organizational stability.”

Confidence in Leadership

When asked about their confidence in fellow executive leaders, executives provided a noncommittal response, with the majority indicating they were “somewhat” confident in their peers. This tepid response suggests a level of uncertainty or ambivalence within leadership teams.

“While there isn’t outright distrust or lack of confidence, the lack of a strong, affirmative endorsement points to potential areas of concern or room for improvement in leadership cohesion, decision-making, and communication,” the report said. “It may reflect underlying issues such as misalignment on strategic goals, inconsistent leadership styles, or a lack of clarity in roles and responsibilities among executive leaders. This sentiment could have implications for the overall effectiveness of leadership teams, potentially impacting organizational performance and morale if not addressed.”

DEI Initiatives

When it comes to diversity, equity, and inclusion (DEI), the survey found that the majority of executives expressed concern that their employer does not have a clear set of DEI initiatives in place, indicating a gap between the organization’s stated values and actionable strategies. This lack of clarity can hinder meaningful progress in fostering a diverse and inclusive workplace, as it may lead to inconsistent efforts and a lack of accountability.

However, despite this shortcoming, many executives still acknowledged that DEI is “somewhat” a priority for their organization, suggesting that while the commitment to DEI exists in principle, it has yet to be fully translated into concrete, strategic initiatives. “This ambivalence highlights the need for organizations to move beyond vague commitments and develop robust, clearly defined DEI strategies that can drive real change, ensuring that these values are not just aspirational but integral to the company’s culture and operations.”

Compensation, Mission Alignment, and Remote Work

Most executives stated they would rather have personal alignment with the company mission than simply holding a job title. “This preference highlights the increasing importance executives place on finding meaning and purpose in their work,” the study said. “For many leaders, aligning their personal values and beliefs with the mission of the organization they serve is critical to their overall job satisfaction and fulfillment. This alignment allows executives to feel that they are part of something larger than themselves, contributing to a cause or vision they genuinely believe in. In today’s rapidly changing and often challenging business environment, this sense of purpose can be a powerful motivator, helping executives navigate the complexities of their roles with greater commitment and resilience.”

However, when it came to compensation, most executives prioritized it over both alignment with the company mission and holding a title. “This indicates that while mission alignment is important, financial rewards still play a dominant role in executive decision-making,” the search firm said. “The high demands and responsibilities associated with executive roles often make compensation a critical factor in job satisfaction. For many executives, compensation is not only a measure of their value within the organization but also a reflection of their achievements and the impact they have on the company’s success. The prioritization of compensation over mission alignment suggests that, for many executives, financial security and recognition through compensation remain essential components of their professional fulfillment.”

In another question, personal alignment with the company mission was still valued more than the ability to work from home. This suggests that while remote work options are appreciated, they pale in comparison to the importance executives place on aligning their work with their personal values and the broader mission of the organization. The preference for mission alignment over remote work may reflect a desire among executives to feel deeply connected to the purpose of their organization, a connection that is perhaps less tangible in a remote setting.

These findings reveal a nuanced set of priorities among executives, according to the report. “While compensation remains a top priority, personal alignment with the company mission is also highly valued, surpassing both job title and remote work options in importance,” the study said. “This suggests that for many executives, true job satisfaction comes from a combination of financial rewards and a deep, personal connection to the work they do. The fact that remote work options rank lower in comparison indicates that, while flexibility is valued, it is not as critical as ensuring that their work aligns with their personal beliefs and that they are compensated in a way that reflects their contributions and responsibilities. Ultimately, these insights highlight the complex and multifaceted nature of executive satisfaction, where purpose, recognition, and financial security all play integral roles.”

By Warren Shoulberg, IWF News

 The one-half-point cut was larger than many predicted, triggering positive signs for the building and construction trade. 

It took longer – far longer – than many of the experts predicted and just about everybody in the building trade was hoping for but the Federal Reserve finally reduced interest rates earlier this month and they went all-in, putting through a half-point cut rather than the less aggressive quarter-point some had forecast.

Leading up to the announcement and in the days thereafter we’re already seeing the impact of the lower rates for the all-important housing market. Leading the way is the ongoing reduction of mortgage rates, which many say will continue to come down in the months ahead. Mortgages had been as high as 7.79 percent 11 months ago and had only just begun falling below the 7 percent mark earlier this year.

Now, the average interest rate for a 30-year fixed mortgage is 6.09 percent, a drop from 6.2 percent just the week before. Sam Khater, chief economist at the federal mortgage agency Freddie Mac, told The New York Times the cut is “reviving purchase and refinance demand for many consumers” and he expected “rates to fall further, sparking more housing activity.”

The country is already seeing positive signs in housing although the month-to-month results remain inconsistent. Earlier this summer home sales went up 1.3 percent, the first increase in more than five months. That rise did not continue in August but when the September numbers are released there could be good news again.

And as Freddie Mac’s Khater said, these lower interest rates will also make refinancing a better prospect for current homeowners staying where they are. Often, the proceeds of refinancing deals are put towards home improvement and remodeling projects.

Finally, lower interest rates will be advantageous in the cost of financing materials for builders and others in the construction trade. With the cost of money coming down the savings are likely to help the bottom lines of those in the business.

Make no mistake, interest rates are still high – more than double from just a few years ago during the pandemic-fueled housing boom – but they are now heading back in the right direction.

Finally.