In these times of AI-driven uncertainty and geopolitical turmoil, a proven track record in dealing with change and disruption increasingly tips the scales in candidates’ favor when it comes to landing C-Suite jobs.

Executive search firms and corporate leaders told ET that leaders with prior experience of disruption often have the upper hand because they have proven their ability to turn uncertainty into opportunity. In the midst of the accelerating pace of change, senior professionals who were able to focus and successfully handle unexpected challenges in previous roles often outperform competitors.

For example, during a recent search for a managing director, a multinational chemical company selected a candidate despite being approximately 40% over budget, solely because of his proven ability to manage ambiguity and lead through change.
“That’s how important the experience of dealing with disruption is,” said Mala Chawla, managing director, India and Singapore, at executive search firm Stanton Chase, which closed the job.

In the case of another search firm, which was tasked with finding a CEO for a multinational manufacturing company, the candidate’s experience navigating transformation and disruption in his organization and previous sector was one of the key factors that helped him land the top job.
The scale of disruption now is unlike anything seen in many years, says K Sudarshan, managing director of executive search firm EMA Partners India. “What we need now are leaders who can manage it. We are looking at agility, people who have managed large-scale ups and downs, and have been nimble and able to pivot when needed. It is almost like changing the wheels of a car while driving,” Sudarshan said.
In an era of constant disruption, from geopolitics and climate change to artificial intelligence and digital transformation, resilience is the new intelligence, says Harsh Goenka, chairman of Mumbai-based RPG Group.
He added: “Previously, boards of directors looked for stability and operational excellence in CEOs. Today, flexibility has become one of the core competencies we look for in leaders.”

You need to constantly reinvent

“The ability to anticipate change, focus on purpose, and lead calmly through turmoil has become the biggest differentiator,” he said. “We value leaders who are not afraid to disrupt, but are constantly reinventing themselves.”

Chawla cites another example of a CEO search for the CEO of a large financial group, where the ability to deal with technological change was originally the fifth or sixth point in the brief. By the time the job description was finalized, he had moved up to number one.

Likewise, in sectors such as renewables and textiles, geopolitical uncertainty has made flexibility and adaptability crucial. The focus now is on who can prepare for what is needed and manage the work in the morning after a major disruption.

“In Covid, everything we were talking about was digital; with IPOs, finance and governance became big; right now, the ability to manage disruption is one of the top demands that leaders make,” says Sonal Agrawal, Managing Partner, Accord India.

“Either your people pivot and rise to the occasion or you find people who can do it,” says Agrawal. “The ability to bring these skills to the forefront in a short time for our clients while recruiting leaders has also become critical for search firms.”