Drawing from their vast experience and diverse perspectives, our valued Kestria members from across the globe shared their views on the essential skill sets and strategies that help organisations and individuals not only adapt but thrive in the face of rapid transformation.
The workplace is rapidly transforming due to technological advancements, the rise of remote work, and evolving business demands. Adaptability and continuous learning have become essential skills. As business models shift and new challenges emerge, leaders who can adapt their competencies and guide others through change are best positioned to succeed. This evolution is vital for cultivating future-ready leadership, where agility and lifelong learning form the foundation of resilience and growth.
The demand for new competencies
Thomas Muhmenthaler, Managing Partner at Kestria Switzerland, notes that the demand for new skills requires employers to redefine their job profiles. While technical expertise and traditional career paths used to take center stage, emotional intelligence, a willingness to change and interdisciplinary thinking are now in demand. Employers must ensure that their job profiles not only reflect technical requirements but also emphasize values such as empathy, communication skills and cultural fit. To better assess a candidate's emotional intelligence and fit, organisations need to be open about their internal dynamics, leadership culture, and team development. The recruitment process becomes more of a dialogue between equals, with a focus on long-term goals and values, creating realistic expectations and avoiding costly recruitment mistakes.
Thomas also observed that automation and digital transformation are significantly reshaping the demand for digital skills. As businesses adopt new technologies, digital literacy has become essential, while the ability to collaborate across different functions and teams is critical for success in increasingly interconnected workplaces. Moreover, adaptability and a mindset open to change are crucial as new business models continue to emerge, requiring employees to quickly pivot and integrate new tools, processes and approaches.
‘Recruiting a manager is comparable to integrating a new leading player into a well-established team. As a former handball player, I know that it's not just about individual strengths, but about how well someone understands the dynamic, energizes the team and promotes joint success. Only those who fit in culturally and gain the trust of their teammates can realize the potential of the entire team and that's exactly what companies need to take into account in the recruitment process,’ says Thomas Muhmethaler.
Shifting mindsets and capabilities
Steven B. McKinney, President at Kestria South Korea, believes that in addition to new competencies, adopting a growth mindset is critical for leaders. A growth mindset empowers leaders to embrace change and see challenges as opportunities for development rather than obstacles. Leaders must continuously learn, adapt and encourage their teams to do the same. This mindset not only enables them to navigate uncertainty but also cultivates strategic agility - allowing them to pivot quickly and find innovative solutions to emerging problems. Leaders who foster this mindset will position their companies to stay competitive and resilient in the face of disruption.
‘My previous leadership background in the athletic footwear industry gave me a solid foundation in developing a growth mindset and cultivating strategic agility. In the past these leadership skills seemed limited to industries and positions where creativity was necessary. Times have changed. Now, it is imperative for all industries to hire leaders whose core leadership skills are adaptable and agile. A growth mindset requires continually evolving processes and procedures. Leaders who display such traits will be in demand,’ adds Steven B. McKinney.
Reskilling for the future: Preparing leaders with evolving competencies
Travis Hann, Managing Partner at Kestria Canada & USA, expands further on the above, emphasizing that reskilling for the future is no longer a luxury for leaders - it’s a necessity. ‘As leadership adapts to geopolitical shifts, rapid digital transformation and economic pressures like inflation, today’s executives need to be more agile than ever. Unlike upskilling, which enhances existing skills, reskilling requires a complete overhaul, preparing leaders for entirely new challenges in a volatile and complex world.’ Areas where reskilling is reshaping leadership include:
- Geopolitical Landscape: Leaders must navigate risks from global tensions, trade disputes, and regulatory changes. Reskilling here means gaining a deeper understanding of international relations, cultural diplomacy, and risk management, allowing leaders to anticipate and adapt to political shifts.
- Digital Transformation: With rapid tech advancements like AI, automation and cybersecurity, leaders need to stay ahead of trends. Managing various tech stacks and integrating them into business models requires adaptability, with leaders anticipating how tech will reshape industries and the workforce.
- Economic Cycles: Inflation and economic volatility demand leaders who can make strategic decisions in turbulent times. Financial reskilling involves navigating downturns, capital allocation and resource management to ensure resilience during economic shifts.
- Virtual Leadership: Remote work has transformed leadership. Leaders must master digital communication, team engagement and virtual culture-building. Emotional intelligence and transparency are essential to fostering trust and productivity in a dispersed workforce.
Preparing leaders for continuous evolution
For Janice Wagner, Managing Director at Kestria South Africa, learning is an essential, ongoing process. Whether attending weekly in-house training sessions or listening to podcasts, all are effective ways to prioritize continuous learning, a trait seen in many successful leaders.
‘Mentoring also plays a critical role in professional development,’ adds Janice. ‘Every business owner or executive benefits from having a mentor, whether through direct interaction or learning from others indirectly. In turn, it is important to mentor others to sustain the continuous cycle of learning. Cultivating a learning environment should focus on strategies that include leading by example, structured learning opportunities, peer learning and feedback mechanisms. We also encourage participation in executive education programs to stay ahead, fostering a culture of perpetual learning and growth. Establishing a regular feedback loop is critical to facilitate development and improvement. The journey of continuous learning is vital, not just for personal growth but for the sustainability of organisations.‘
Thriving in uncertainty
In times of constant change, the demands on leaders are enormous. Leaders who can adapt to their environments, acquire new capabilities and reskill are best placed to guide their organisations into the unknown future. As this article demonstrates these are not the ideas taken from management textbooks but rather from the experiences of Kestria executive search consultants working with high-performing leaders and organisations every day.
