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Three tips for finding a job you’ll love
Take a moment to picture your ideal career…Is it the job you’re in now or were you just daydreaming about greener pastures in another role or company? If it’s the latter, don’t worry. We’ve all been there. Maybe you’re worried that you don’t have the right skills or experience to get the job you really want, or maybe you’re not even sure about what you want to be doing but you know it’s not this. Whatever the reason, we’re here to help. Here are just three tips from the Life's Work course hosted by Reed's Chairman and CEO, James Reed, which could help you find a job you’ll love (and Love Mondays). Know what you want (what you really, really want)It may seem obvious, but having a solid idea of what you want out of your career is the first step to getting there. It starts with understanding what your values, goals and strengths, and then using that knowledge to reflect on what careers you’ll really find fulfilling. What are your key skills and weaknesses? What tasks do you excel at (or dread doing)? And where do you really see yourself in the future?Armed with these answers, you’ll feel more confident that your next career move is the right, because it matches not just what you want out of your job, but out of your life too.Do your researchOne of the most challenging parts of changing jobs or careers is making sure you land in a sector that isn’t in decline. That means digging into current in-demand and stable sectors, such as AI or education, to see where your skills might fit.It’s also a good idea to look into the companies you’re interested in to see if your values align and if they’re financially stable. You won’t want to jump ship only to find yourself in a company you don’t like – or worse, that could lead to your job being at risk a few months down the line. Get networkingOr, as James Reed CBE puts it in his book, Life’s Work,– go to parties. The truth is the word ‘networking’ has become synonymous with things like sweaty palms at awkward social events and DMs from strangers on LinkedIn. But it doesn’t have to be that way.When you strip it down to its essentials, networking is really about connecting with people who can help you (and vice versa). It could mean going for coffee with a friend to pick their brains about a sector you’re interested in it could mean attending an event and just getting to know people, and yes, it could mean messaging semi-strangers on LinkedIn – which can actually be really effective if approached in the right way and remember to personalize your message. While this list is by no means exhaustive, it’s a great starting point for exploring what you want to do next. Are you looking to take the next step in your career? Search and apply for jobs in Singapore now.
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Who to promote: a guide for employers and managers
How does your business decide who to promote? Is career progression embedded within the workplace culture or is it done in line with employee tenure?The process of promotion should consider merit, potential, and alignment with organizational values. Meritocracy should be the cornerstone of any promotion strategy, rooted in a comprehensive evaluation of an individual's performance, skills, and contributions to the business. Tangible achievements such as key performance indicators, project outcomes, and leadership abilities, should guide this assessment.However, merit alone does not paint the full picture. It’s important to identify individuals with the capacity to grow, adapt, and innovate and those who demonstrate a hunger for learning, a willingness to take on new challenges, and a track record of exceeding expectations. Investing in the development of high-potential individuals is key to futureproofing your business.Promote those who show enthusiasm and excellencePromoting individuals who embody the core values and culture of your business reinforces a sense of purpose and belonging among employees. Beyond technical skills and performance metrics, assess candidates' alignment with your company's mission, vision, and ethics. It’s usually easy to spot those who both excel in their roles and show enthusiasm for the ethos of the business – these professionals are more likely to drive positive change and inspire their colleagues.There have been many conversations about extroverts and introverts in the workplace and the traits typical of both – some of which can sway employers to promote one group over another. Personality testing at the hiring stage or as part of professional development, can help identify individuals with the potential to go further within the business, but they can also lead to bias, so should be balanced with traditional interviews and employee performance.Diversity and inclusion (D&I) should also be central considerations when promoting. Ensure opportunities are accessible to individuals from all backgrounds, regardless of gender, ethnicity, age, or socio-economic status. Actively seek out diverse talent, create inclusive promotion criteria, and address systemic barriers that may impede the advancement of underrepresented groups.Jobseekers actively look for employers that can evidence their commitment to D&I, so it pays to promote this on all channels, including in your job adverts. Lip service is not enough – professionals will not stay long in an environment they perceive as old-fashioned and out of touch. Embracing diversity strengthens your talent pool and builds on your reputation as a progressive and inclusive employer.Employees should have a clear understanding of the criteria, process, and timeline for promotion. Provide regular feedback on their performance and development areas, empowering them to actively pursue growth opportunities. Also, establish mechanisms for staff to raise concerns or grievances related to the promotion process.Deciding who to promoteLook for those who demonstrate both competence and potential for leadership and growth. Here are some key attributes to consider:Job performanceConsistent achievement of goals and targets - high-quality work output, ability to meet deadlines, and manage workload effectively.Leadership skillsDemonstrated ability to motivate and inspire others - effective communication skills, both verbal and written, capacity to delegate tasks and empower team members.Problem-solving abilitiesAptitude for critical thinking and analytical reasoning - proven track record of resolving complex issues, willingness to take initiative and propose innovative solutions.AdaptabilityAbility to thrive in changing environments - flexibility to adjust strategies and tactics as needed, openness to feedback and willingness to learn new skills.Emotional intelligenceEmpathy towards colleagues and clients - skill in managing interpersonal relationships, self-awareness, and ability to regulate emotions.Strategic thinkingUnderstanding of the broader organizational goals and objectives - the capacity to develop long-term plans and strategies, skill in prioritizing tasks, and allocating resources effectively.Team collaborationTrack record of working well within a team - ability to foster a positive and inclusive work environment, willingness to support colleagues and share knowledge.Continuous learningCommitment to personal and professional development - eagerness to seek out new challenges and opportunities for growth, willingness to invest time and effort in acquiring new skills.Ethical conductIntegrity in decision-making and actions - respect for company values and ethical standards, accountability for own behavior and its impact on others.Industry knowledgeUnderstanding of the sector in which the business operates - awareness of industry trends and developments, ability to apply industry knowledge to drive business success.Final thoughtsPromotion creates opportunities for leaders to strengthen their business and should therefore be seen as an investment. No one should ever feel pressured to take on the greater responsibility that comes with promotion, but providing avenues for those who want the challenge is a win-win situation.If you are looking for new talent for your teams, or considering your next career move, get in touch with one of our specialist consultants today.
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Performance reviews: how to use them efficiently and effectively
Employers are not required by law to conduct appraisals and reviews, but they do benefit all parties. If all the feedback you give your team members is through one annual appraisal, you’re doing your team a disservice and aren’t unlocking their full potential. Feedback should be far more regular to match the fast-paced environments we now work in.The value of appraisalsRecently, appraisals have been considered a dying practice by many employers who deem it a tick-box exercise with little value. However, when done well, and more frequently, these reviews are crucial for the development of your employees and have multiple benefits for both parties:Ensuring employees understand their role and your expectations for themDetermining to what extent employees are meeting those expectationsProviding support and having an honest two-way discussionAcknowledging and rewarding good performanceNurturing your employees’ career progressionIncreasing engagement and longevityA manager’s responsibility is to empower their people to do their work to the best of their ability and nurture their successes. Performance reviews are a chance to engage team members with regular, one-to-one, honest discussions. It’s not only a chance for the professional to receive feedback from you, but an opportunity for them to raise any concerns they have and to tell you what support they might need.Without appraisals, employees will still be evaluated, but without the same transparency and objectivity. It will simply exclude employees from the process. This could make them feel out of control of their own futures and unaware of what they can do to improve. Providing honest feedback, even if it is a hard conversation to have, allows them the opportunity to upskill themselves and for you to show you want to help them improve.Conducting a successful performance reviewFirstly, all parties involved need to understand the process and why it’s being conducted in the first place. What do you want to achieve from this meeting? Appraisals need to be structured to be effective. Performance template examples, like the template we have designed, can help you with this.Every appraisal should:Be as regular as your team needs it to be– The regularity of your performance reviews will depend entirely on your company, team and management style. With most companies changing much more rapidly, and employees learning in more fast-paced environments, annual appraisals will not be as useful as a more regular performance review. When it comes to feedback, little and often is the way to go.You might decide that once a month is best for your team members. However, it’s best to be flexible, and if monthly reviews aren’t working for individuals, try checking in with them more regularly than others. It’s all about the employee and your own judgement.Provide effective feedback– Fundamentally, all feedback must be honest and constructive. Without honesty, it will have no value to the person receiving it – positive or negative.Whether their performance has been excellent or less than satisfactory, you need to advise them on the next steps they should take to improve or grow further. All feedback must focus on the future and how your employee can move forward, rather than dwelling on past failures or becoming complacent following their successes.Set SMART goals– One of the most common mistakes employers make is setting vague goals. Employers must provide their employees with SMART (specific, measurable, attainable, realistic, time-bound) goals, that they can focus on achieving ahead of their next review. For example, you may want one of your employees to ‘make more sales’ but this doesn’t give them guidance or direction on how to achieve what you want them to.To turn this into a smart goal, it might become something like: ‘make eight sales a month, for six months, until you reach 48 sales by the end of this year’. Outlining the main goal, and the smaller steps they need to take to achieve their goals by a set deadline is much better for motivation and productivity. It’s also easier to measure and help them to stay on track to achieve their overall goal.Be a rewarding experience for employees– Appraisals should be an experience employees look forward to. They should leave feeling that their hard work and progress since the last review has been acknowledged and rewarded by their employer. If the response hasn’t been so positive, they should leave with an awareness of how to improve, through honest and constructive feedback and SMART goals.Be personalised to individuals– Each member of your team will have a different way of working and different needs. This should be accounted for in your performance reviews. Ideally, you would have a standardised performance review template that can be adapted to each person in your team. A one-size-fits-all approach doesn’t always work.If any of your team members have health issues which are affecting their work, take that into consideration and do your best to support them. It is illegal to discriminate against someone for their protected characteristics such as disabilities or neurodivergence.Likewise, be mindful of any personal issues your employee may be struggling with that may have a short-term impact on their performance. You must provide reasonable adjustments where possible to help them improve their performance.Download our free performance review template to help you ensure your next review has a positive impact on your employees.
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Desirable traits: tips on enhancing your resume for executive roles
Taking time to perfect your resume is a crucial step toward landing the executive job you desire. When considering the job application, you want to focus on how your leadership skills, industry experience, and professional achievements qualify you for a leadership role. This begins when you submit your resume.It's important to remember that hiring managers sift through hundreds of resumes, so if you're applying for a c-suite position such as chief executive (CEO), chief financial officer (CFO), chief operating officer (COO) or similar, highlighting your relevant skills and experience is critical.Charlotte Hasler, Recruitment Manager at Reed, looks at some of the ways you can build a desirable resume to help land those executive roles.Q: What are employers looking for on a resume?A: Decision makers in search of their next executive-level hire are looking for that all-important impact. They’re looking to hire someone who’s going to add value, drive business growth, reduce costs, streamline operations, increase productivity in staff performance, and deliver key results. The most effective way to promote this is by referring to achievements throughout your resume – be specific including quantifiable information. It’s worth adding a summary section to each of the most relevant jobs to reinforce your impact.Q: What do achievements emphasize?A: It’s clear that executives are expected to deliver results and add value to the organization, which means you need to go beyond merely stating your job responsibilities on your resume and showcase your accomplishments. Clearly state what it is you’ve achieved, with clear emphasis on how it impacted the company, added value to your portfolio and helped you develop into a senior member of staff. Evaluate what you’re proud of, what challenges you’ve managed to overcome, how the company has changed/developed because of your actions, and how you’ve performed in line with your targets. It's critical to quantify your achievements for maximum impact. Some recruiters often overlook the achievements section, but it’s one of the best ways to give your resume that competitive edge.Q: What about leadership skills?A: At an executive level, your primary responsibility is to lead the organization towards sustained growth, while effectively managing people. Because of this, employers looking for c-suite professionals want to know if you have the ability to motivate, inspire, and guide teams to achieve not only their individual goals but also the wider organisation's ambition."To make your resume stand out, it's crucial to highlight your key achievements and quantify the impact you've had on previous businesses."Charlotte HaslerRecruitment Manager, ReedSpecify how you’ve managed teams, your leadership style, and the results you achieved. As a rule of thumb, include relevant key skills such as strategic planning, team building, communication, and decision-making in your personal summary or when describing previous roles.Q: Is resume customization important?A: At the executive level, I highly recommend customizing your resume for each role to highlight your suitability. At this point in your career, you’ll have years of experience, knowledge and skills, but it’s about knowing which areas of your work to highlight.To present a strong application, you'll need to thoroughly understand the requirements and expectations of the role, so take time to analyze the job description. Don't forget that hiring managers are looking for someone to meet their needs – not the needs of the applicant – so be sure to tailor your application accordingly.Q: Should relevant industry experience be included?A: Businesses in the market for a senior executive want to know if a potential applicant has extensive industry experience or can show evidence of transferable skills. Industry experience can come in a variety of forms, including work experience, voluntary work, courses, qualifications, and certifications. If you’ve completed any leadership courses from accredited bodies or a reputable business school, shout about them – they can enhance your resume, as can any relevant courses in the desired field. Degrees or higher qualifications should always be included, particularly if you have an MBA or equivalent, along with affiliations to chartered institutes or other industry bodies. Any qualifications gained outside of the role will go a long way to proactively show your dedication and commitment to a job or sector, which is something that hiring managers hold in high esteem.Q: How long should a resume be?A: Many executive-level professionals struggle to keep their resume to a readable length; we recommend limiting it to two or three pages. While it can be tough to know what to cut down, you can keep a resume concise by:Focusing on achievements and impact at previous roles rather than a detailed description of job responsibilities.For any past experience – usually from 10-15 years ago – the date range, company name and job title will suffice. It's recommended to still include the basic details of your earlier career, as hiring managers are often interested in the career path you’ve taken.Streamlining sections that don’t need to be so wordy. Consider using bullet points to get your message across.Q: Does wording matter?A: Absolutely. Careful attention should be paid to the way your resume is written – as the way you articulate yourself will help employers understand more about you. Your resume should grab an employer’s attention, emphasising your skills and accomplishments. Also consider your word choices – phrases such as ‘directed company vision’, ‘implemented strategic change’, ‘managed large teams’ and ‘delivered successful results’ will help convey the impact and results of your work, when used with quantifiable data such as team sizes and results delivered."When applying for executive roles, your career history and track record play a key part."Charlotte HaslerRecruitment Manager, ReedA well-polished resume will set you apart from other candidates by highlighting your strengths, skills and ability to fulfil the role requirements, while ensuring that you have the best opportunity to secure an interview and, most importantly, the job.Are you looking for your next executive level role? Submit your resume and work with one of our specialist recruitment consultants today.
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The role of personality testing in the hiring process
Personality refers to the unique set of characteristics, traits, behaviors, and patterns that define an individual and differentiate them from others. It includes characteristics such as extroversion or introversion, openness, conscientiousness, agreeableness, and neuroticism (known as the big five personality traits).Someone’s personality affects how they think, feel, and behave in different situations and how they interact with the world around them. In the workplace, having a team of diverse personalities is important as it brings together a variety of thought patterns, problem-solving approaches, and creative processes. This diversity leads to richer discussions, more innovative ideas, and better decision-making, as the team can consider a wider range of perspectives and potential solutions. It also creates an inclusive environment where everyone’s viewpoint is valued, leading to better engagement and productivity.The role of personality and psychometric testingTo supplement traditional interviews and CV screening, many organizations turn to personality or psychometric assessments, such as the Myers-Briggs Type Indicator (MBTI) questionnaire and the Big Five Personality Inventory, to gain deeper insights into candidates' suitability. These assessments aim to measure a range of personality traits so that employers can gauge how well an applicant’s personality aligns with the requirements of the position and the company’s culture.While personality tests can provide valuable information, they also have their limitations and drawbacks. Here are some of the pros and cons:ProsThey provide insightful information about candidates’ behavior, communication style, and potential fit.They help streamline the hiring process by quickly identifying those who are likely to be a good fit, saving time and resources.Using a structured and objective framework for evaluating applicants allows hiring managers to make data-driven hiring decisions on a set of standardised criteria.Some research shows that certain personality traits correlate with job performance and success in specific roles, which means you can identify the candidates who possess the right attributes for the position.ConsFactors such as situational context and individual differences can influence the relevance of personality traits in a work setting.You run the risk of perpetuating stereotypes and biases, particularly if not properly validated or administered. Certain traits may be unfairly associated with job suitability, leading to discriminatory hiring practices.Relying too heavily on personality testing can overshadow other important factors, such as skills and experience.They only offer a snapshot of an individual's traits at a specific point in time and may not capture the full complexity of human personality, failing to account for factors such as personal growth, situational adaptability, and emotional intelligence.Understanding biasHumans are naturally drawn to people who share similar personality traits or characteristics to them, which can inadvertently lead to bias during the hiring process. Interviewers may unconsciously favour interviewees who possess traits they perceive as desirable or compatible with their own. This bias can manifest in various forms, such as affinity bias, where interviewers prefer candidates who remind them of themselves, or confirmation bias, which leads to selective interpretation of information that aligns with preconceived ideas.These biases can stifle diversity of thought and perspectives. Therefore, it’s crucial for hiring managers to be aware and take steps to mitigate their impact.Incorporating personality assessments responsiblyWhen incorporating personality assessment into the hiring process, employers must exercise caution. Be sure to select assessments with demonstrated validity and reliability for the intended purpose and population. Ensure that assessments are administered and interpreted by trained professionals, or using reliable software, to minimise errors and misinterpretations.Guard against bias by implementing measures to prevent discriminatory practices and ensure equal opportunities for all candidates. Strategies like structured interviews, blind CV reviews, and diverse hiring panels can help counteract bias and promote a fair selection process.It’s important to view personality assessment as one component of a holistic hiring strategy rather than a standalone decision-making tool. Balance the insights gathered from personality testing with other indicators of candidate suitability, such as interviews, references, and examples of work.And always communicate openly with candidates about the purpose and significance of personality testing. Provide feedback when appropriate and maintain transparency to foster trust and goodwill.In conclusionPersonality and psychometric tests are a worthy tool in the hiring process, but employers must exercise caution. While they offer valuable insights into candidates' behavioural tendencies and potential fit, they also pose challenges related to bias and validity. By approaching personality assessment with caution, objectivity, and a commitment to fairness and equality, employers can harness their potential to make informed hiring decisions that promote diversity, performance, and organisational success.If you are looking for a talented professional to join your team, get in touch with a specialist consultant today.
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From manager to director: taking the step up
What makes a great director? How do you know if you’re ready to take that next step up in your career? How important are qualifications at that level? These are just some of the questions we asked Graham Wilson, Leadership Wizard and Founder and CEO of Successfactory. Watch the short video interview or read the full interview below: Q: What makes a great director?A: When it comes to leadership, the only thing we can control is our behavior. The rest of it is about other people deciding whether they want to follow. Going from a manager to a director, you’ve still got to be an authentic person. You should strive to be who you are, and the more you are really yourself, the more people will trust you. The more people trust you, the more likely they are to follow you.You've got to have the capability to create a high-performance environment where success is inevitable. I think quite often we're very good at setting goals and giving direction, but we then don't spend enough time to actually remove the barriers that can stop you from being successful. You've also got to get comfortable, particularly in today's world, with the volatility of the marketplace. You’ve got to be comfortable with ambiguity and leading without knowing all the answers.Additionally, you can’t be a successful director without a great team around you, so your ability to build teams is fundamental. When someone says to me:‘Is that person a great director?’, I say:‘Well, let me have a look at the team around them’. Being a good director means almost making yourself redundant, because you want the team to be delivering on the business, which will give you time to do the strategic thinking.Finding the balance between strategy and culture is also key. You can have a great culture, but with a poor strategy, you'll fail. And if you have a great strategy with a poor culture, you'll also fail, so seek out both.Ultimately, if you can build a high-performance environment, remove the barriers, you're authentic, can inspire action, can communicate with meaning, are good at storytelling, can unleash innovation in the organisation, then you’re in a great position. A great director drives the business forward with empathy, courage, and care, and realizes that at the end of the day, it's all about people.Q: Are there different skill sets needed for being a manager and a director?A: Skill sets are important and mindset is also really important. From a management point of view, you're more focused on the here and now, and the status quo, and making sure the business is efficient and effective, making sure that people are aligned behind the strategy, and actually driving the business forward.As a director, you’ve still got to do the same sort of role, but it requires a slightly different skill set and a lot more strategic thinking. What I find with a lot of managers in the first stage of moving into that role, is they find that it’s a big step as they’ve got to get comfortable with the fact that they’re paid to think, they’re paid to look at a strategic level, not just an operational point of view.Also, it's a different type of power. When you're a manager leading your team, you have a certain amount of positional power, whereas when you're a director working in a large organisation, you're often working across different functions and you're having to look at a holistic view of the business, so you also have to start to influence in a different way. Therefore, building your influencing and networking skills is really important. I think you should always have a relationship with every person in the business, plus all your key customers.In summary, there are some subtle differences, but from a management point of view, I would say it's more about the ‘what’ and the ‘how’. Whereas at leadership and director levels, it’s more about the ‘why’ and the ‘how’ from a cultural point of view.Q: Does being a good manager mean someone will naturally be a good director?A: I think you are going to get a lot of people who are more naturally gifted to think in a strategic way and are big-picture thinkers. But I'm not a big fan of the idea that you're born to be a great leader or born to be a great director. I think it requires hard work.If you don't change the way you operate, focus on developing your skills, and start to think about things differently, then you will probably fail.Sometimes what can happen is people go to a leadership meeting and represent their part of the business, whereas they should be thinking and talking at a more strategic level across the whole organisation. I think you've got to be able to be comfortable with that and be able to make that shift. If you don't, then you might have been an amazing manager, but it doesn’t necessarily mean you’ll make a great director.Q: How will someone know if they are ready for the next step up to director?A: One of the key things that is important in a corporate organization is you cannot be promoted unless you've got a great team around you. Because if you take yourself away, then there might be an impact on performance. I think one way to look at it is if you can say: ‘I've developed my team, my team is a high performance, I have a successor in place who can take over my role, I'm prepared to develop and grow and shift my thinking into a more strategic role’, then you’re likely ready.And having that flexibility of mind to know and recognize that it's not just a promotion and doing the same as what you would do now on a bigger scale; it's a different context. I think you’re ready when you're willing to adopt a new style, a new approach while still being authentic, you're really good at strategic thinking, you understand what strategy really is in today's world, and understand that it's a learning process, and how to be able to communicate with meaning.A good manager will do everything technically correctly hit every KPI and get good results, whereas a great director will do all of that through their team but will also be able to give meaning to the strategy.So, ultimately, I think a great indicator is when you're comfortable storytelling, you're comfortable presenting, you're feeling comfortable with ambiguity, you're comfortable without knowing all the answers, you're great at facilitating groups, and you feel comfortable moving out of your subject matter expertise area and thinking more holistically around the business, both internally and externally, in the short term and long term.Q: What steps should someone take if they want to progress to director?A: You've got to understand your rationale, your reason why you want to become a director. I think we can sometimes fall into the trap of it being money orientated and not recognising that it is a different role that requires a different level of resilience. You’re accountable for a bigger part of the business, so you've got to be comfortable with that. So certainly, building your resilience would be really important, and you want to start doing that now.Being able to cope with pressure and perform in mission-critical situations is key, and develop what I call ‘the six pillars of resilience’, which is really understanding your purpose and what you really want out of life, what commitment you're prepared to give, how you want to live your life, and would a director position give you that.The second thing is, how much energy and vitality do you have? Do you sleep well? Eat well? Do you practice mindfulness? Are you exercising and fit enough to be able to take on a more strategic role?Also, you want to start building your support network now. You want to have good relationships across the business, make sure that you are persistent and can manage from an emotional intelligence point of view, and also start to develop conversational and storytelling skills.I would suggest that you start that journey now. Get yourself a good coach, a good mentor, and start to think about what makes a great director. Who are some of the directors that you admire both inside your own organisation, and in other organizations as well?The starting point has to be, ‘What's my reason why?’ then work backward from what great looks like and think ‘What am I going to work on that's going to help me to move into that director role’, and make sure you get the right support to make that happen.Q: How relevant are qualifications, or are soft skills more important at that level?A: Bit of both, really. In terms of leadership, you are measured on your results, so it's not just what you know, it's more about what you do with what you know. I think what academic qualifications do, is give you some rigour in thinking, but it doesn't necessarily mean that you are going to be successful. One of the things you ought to be thinking about as a director is, ‘What is it I need to do and be to be successful now and in the future?’A challenge with a lot of qualifications is that they are often backward-looking. They’re research-based and based on what people did in the past. You've got to be really careful about which qualifications you go for. I think some people tend to just grab the MBA badge or whatever qualification it is, but for me, it's more about how you apply that knowledge.You want to be thinking,‘How do I learn and grow and develop a great way of operating so that I build that credibility and deliver results?’I wouldn't discourage anyone in completing a qualification if that's something that you feel would benefit you, but I think the key really is about developing your softer skills such as your influencing skills, your persuasion skills, and negotiating skills.One of the things we teach on our programmes is helping leaders to develop an authentic leadership brand. Look at your self-awareness and who you are, build on your strengths and create a leadership brand. If you can do that, that will certainly outweigh the qualifications.Q: What's the one piece of advice you would give to someone who is looking to progress into a director position?A: Be you. Be really comfortable with who you are.Don't fall into the trap of trying to copy someone who you admire and someone who has been successful in the business, because they've been successful in the past and what you've got to do is carve out your own way of doing it. I think that's probably my top tip - be authentic, be real, be courageous and confident enough to be able to bring your real self to work, because the more real you are, the more influencing power you have. Which means that people are more likely to trust you and are more likely to follow you and do great things.If you are looking to take that next step in your career or looking for a talented professional to join your business, get in touch with one of our specialist consultants today.