Companies want more than just a perfect CV – they want character

As companies scrutinise every euro and trust in politicians declines, one truth holds firm: without strong leadership, nothing moves forward. This helps explain why, despite market turbulence in 2024, firms specialising in executive recruitment performed well.

At the top of the executive search rankings was MenkynaPartners Management Consulting, followed by Personality, and Amrop. Leaders of all three firms agree: the demand for high-calibre executives remains strong, but the way they are selected is undergoing a profound shift.

Looking for personality over pedigree

According to Peter Križan of Personality, companies are now focusing less on rigid job profiles and more on the individual. In the past, candidates were expected to adapt to clearly defined roles. Today, roles are increasingly being tailored to the candidate. Križan also notes a rise in courage on the part of both companies and executives.

“Companies have realised they must take risks. You can’t plan five years ahead like before the pandemic,” he says.

Executives, too, are showing more boldness – some are willing to resign without a new offer lined up, confident in their own abilities. “Fortune favours the brave,” Križan adds.

Leadership as dialogue, not transaction

Lucia Vantuchová of MenkynaPartners says selecting a leader has become a co-creative process. Clients come with open expectations, which often evolve during the process. Consultants provide real-time feedback from the market, and the ideal profile is shaped collaboratively.

One telling example involved an international client who waited nine months for their chosen CEO. The candidate decided to stay on temporarily to help their current employer secure a smooth transition. “He said he wanted to leave a strong company, and that it was his duty to hand over properly,” says Križan, whose firm handled the search. It was a rare case of extraordinary professional maturity.

What makes a true leader today?

Igor Šulík of Amrop says core expectations haven’t changed: top executives are still expected to think strategically, communicate effectively, handle stress, and adapt. But new qualities are gaining traction – like the ability to lead multigenerational teams, promote diversity and inclusion, and drive innovation.

Vantuchová emphasises that modern leaders need a strong moral compass and a willingness to take responsibility. Adaptability, resilience and crisis management are now essential. She also warns against confusing authenticity with comfort: being “yourself” does not mean avoiding consequences. A true leader, she argues, understands that authenticity carries moral accountability.

2025: less strategy, more improvisation?

Looking ahead, Vantuchová predicts that small and mid-sized firms will gain more ground, while larger corporations will continue to streamline. Automation, digitalisation and cost-cutting will remain key themes. “Whether the times are good or bad, truly exceptional people are always needed,” she says.

Križan expects Personality’s figures to remain steady but warns of political uncertainty and the economic impact of measures such as the new transaction tax. “I think 2025 will be a year of movement – business relocating abroad, most likely to the Czech Republic, where we also operate,” he says. He anticipates a decline, but not before 2026.

Šulík offers a more critical perspective, saying that “the government’s inability to manage the country, cooperate with key partners, stimulate economic growth and create a favourable business environment” is eroding trust. “There’s a lot of nervousness and caution in the market,” he says, pointing out that more companies are abandoning strategic leadership planning in favour of quick fixes.

“There is a steep decline in companies’ ability to approach talent acquisition strategically – which is the essence of executive search,” Šulík concludes.