In part two of our analysis of the hiring landscape in 2025, we turn our attention to the US and Asia, where executive job markets are experiencing contrasting but equally complex challenges as we move through 2025. In the US, economic uncertainty, political shifts, and the potential for disruptive trade policies have created a cautious hiring environment. Major corporations are scaling back recruitment, job openings have declined, and many executives are finding themselves in an extended search for new opportunities. At the same time, the shift towards freelance and project-based work is reshaping the executive landscape, requiring professionals to rethink traditional career models.

Meanwhile, Asia presents a mix of opportunities and volatility. China’s economy is evolving, but concerns over transparency and global trade tensions continue to loom large. Other parts of the region, however, are emerging as thriving hubs for executive talent, with India, Singapore, Vietnam, and Malaysia seeing strong demand for senior leaders, particularly in technology, finance, and infrastructure. The evolving geopolitical and economic landscape is influencing where and how executives can find success, making strategic career navigation more crucial than ever.

 

The US:

With Donald Trump back in the White House, it’s difficult to predict which way the US economy will go. There will certainly be winners and losers under his extreme America First agenda. Canada, Mexico and China were immediately hit with greater-than-expected blanket levies. Last-minute deals were made and the world’s biggest economy pulled back from the brink of triggering trade wars with its nearest neighbours, temporarily at least. They still loom, however. At the time of writing, it remained to be seen how it would play out with China, Trump had the EU firmly in his sights and the UK was on a warning. If Trump pulls the trigger, it will make the path to executive success even more treacherous and competitive across the globe.

The green economy, previously at the forefront of policies in Europe and America, may take a back seat across the Atlantic, even while LA burns and scientists warn time is running out to make the difficult economic decisions that might reverse climate change.

The Treasury reported an unexpected slowdown in growth at the end of 2024, partly due to falls in trade and investment and the impact of hurricanes and strikes. While lower than the 3.1% of Q3, the 2.3% growth in Q4 was still higher than in the UK or Europe.

Real growth since the pandemic was higher than any other country, at 11.5% compared to 4.6% in the Eurozone and just 2.9% in the UK.

Consumer confidence also remained high, with spending up 4.3%. However this may have been a rush to buy high-ticket items like cars in anticipation of increasing costs in the event of trade wars. Whether Trump is postulating and using the threat as a bargaining tool or truly committed to tariffs remains to be seen. Economists, manufacturers and importers/exporters fear rising prices could hit hard, push up inflation and see another interest rate spike.

That uncertainty has already reached hiring. So far this year, Amazon, Microsoft and Salesforce are among those cutting their corporate workforces. A fifth of unemployed US professionals seeking work say they have been looking for at least a year and 40% of them said they weren’t invited to a single interview. Job openings in Q4 were at their lowest level since the pandemic.

IT, finance and software development declined by 10-20% while positions in banking, project management, hospitality, and customer service sectors all saw double-digit falls.

Uncertainty around global trends, the election and, now, Trump’s impact on different sectors of the economy, have instilled a wait-and-see approach. Once the new President has bedded in, and the tariff crusade has settled, companies may be more confident in the direction of flow and willing to invest in big hires.

For now, employers are increasingly hedging their bets by hiring on a freelance basis, enabling them to focus resources on specific projects and adjust them as dynamics and priorities change quickly in the evolving landscape, while reducing costs associated with permanent staff. More than a third of US workers are thought to be working in the gig economy, another sign of a cautious employer’s market, however it does have its benefits, such as bridging gaps between permanent employment, boosting skill and experience and offering flexibility.

Some US regions are doing better than others, of course, and differing salary brackets in senior roles give an idea of what is happening within key economic centres of the US.  A guide to assist job seeking can be found here.

 

Asia:

China, the world’s second biggest economy, has seen a reversal in the decade-long trend of growing unemployment and under-employment. Sectors such as electric cars, AI chips and platforms continue to drive growth, though the lack of transparency, as demonstrated in suspicions around the development and security of its newly popular Gen AI Deepseek app, can make China a difficult economy to read accurately or trust.

At time of writing, the Chinese government appeared reluctant to engage in any meaningful tit-for-tat tariffs with the US, showing its relative weakness and dependence on international trade.

Any grab for Taiwan, which is leading the world in the production of AI chips, could destabilise the region.

Post-pandemic, there has been a steady outflow in overseas senior workers, particularly those from Europe. Multinationals are moving to alternative regional HQs such as Singapore, Vietnam, Thailand and Malaysia, taking professionals and executives with them as they seek to expand into these emerging markets. These more accessible Asian hubs are seeing growth in senior positions open to international candidates. Seven percent of Rialto’s clients are now based in Asia. The continent dominates the global landscape in terms of innovation, claiming more than two thirds of all patents, demonstrating investor confidence and strength in development of new products, technologies and services.

Organisations across the Asia-Pacific region, particularly global investment firms, are actively seeking leaders with cross-cultural experience to effectively manage global teams and navigate the complexities of international markets. Candidates looking to resettle in Asia or to work in Asian markets should demonstrate cultural alignment and adaptability to drive organisational success across different regions.

There is also a notable shift towards flexible leadership structures, with organisations embracing interim executive roles. This approach allows companies to access specialised expertise as needed, providing agility in addressing specific challenges or growth phases without long-term commitments.

India is seeing growth of between 6-7% GDP per year as its strong domestic market, characterised by increasing middle class wealth and improving supply chain logistics, provides a cushion from global shocks and trade winds. The healthy, growing market, demand for international leadership talent, high-quality work and wages, is making India increasingly attractive to executives struggling in traditional markets.

Japan is returning to growth and getting inflation under control and could be a market to watch for executive opportunities, which are primarily concentrated in large, established corporations across sectors including automotive, technology, finance and retail, in areas like business development, strategy, operations management, and technology innovation.  Japanese language skills are essential.

For executives looking to secure senior roles in the US and Asia, the ability to adapt to a shifting global economy has never been more important.  In the US, hiring caution and economic unpredictability are prompting many companies to favour flexible, short-term engagements over permanent leadership appointments. This trend, while challenging, also offers executives new ways to remain active in the market, gain exposure to different industries, and position themselves for long-term opportunities when conditions stabilise.

In Asia, the demand for leadership talent remains strong, but the opportunities are concentrated in specific markets and sectors. Executives with cross-cultural experience, digital expertise, and an ability to drive transformation will be in the highest demand.

While there are many complex factors that account for the difficulties facing those seeking new positions at higher levels, candidates who are open-minded and adaptable can thrive by responding to emerging trends and developing their skill sets in alignment within growth areas.

It’s little wonder that this volatile and competitive global marketplace, with an ever-accelerating pace of evolution, has seen Google searches for “coaching” increase by 50% year-on-year, up to 60.7 million in 2024.  Trying to navigate it alone can be daunting and ultimately, fruitless.

Rialto director Richard Chiumento said: “It’s critical for candidates to be open-minded about new ways of seeking and preparing for work. Firing off dozens of applications to familiar roles that are likely to attract hundreds of applicants, take months to resolve, and possibly not even exist, can leave highly talented individuals despondent and desperate. Many come to us having wasted months taking the same, traditional actions – but expecting different results.

“It doesn’t work anymore. A new mindset, new strategies and toolkits are required for an increasingly disrupted and digital Executive marketplace.

“Senior people need to be prepared to invest time and resources in updating and aligning  their value proposition offering, explore new regions, markets, industries and functions, possibly think about short-term contracts and adapt and upgrade their skillsets. The world is changing faster than most executives think and they need to change with it or be left behind.”

In our 2025 Quarter 1 Executive Outlook, one feature stood out for us: Hiring is down almost across the board but executive level positions are being hit hardest. Even the most talented, experienced and highly-qualified candidates or those who are more used to being headhunted with their biggest issues deciding which offer to accept, are struggling to get to interview.

But are analysts predicting it will get better or worse in 2025?

Here, we take a deeper dive into the executive and wider recruitment landscape and look at conditions, trends and forecasts. In part one, we focus on the UK and Europe and in second part, Asia and the US.

As we enter 2025, the UK and European executive job markets are facing one of the most challenging landscapes in recent memory.

The whole world is paying the price for the economic hiatus of the pandemic, the financial cost, cultural change and mental health legacy, while geopolitical tensions are on a knife-edge. Globally, markets are more volatile than was the case a few years ago, leaving many executives in a prolonged state of transition.

The pandemic-inspired trend for distributed team working has expanded the higher end recruitment market to a global pool of executive and emerging leadership talent, creating greater competition, but also opening new opportunities for candidates.

Meanwhile, organisations everywhere are getting to grips with the increasingly complex challenges and opportunities presented by digital and AI technologies, especially Generative AI. The World Economic Forum’s Future of Jobs Survey 2025 found 86% of employers expect their business to be transformed by AI by 2030. This means that in-demand leadership skillsets are in constant flux with executives are now facing a more urgent requirement to upskill to stay relevant.

Some legacy roles are disappearing to be replaced by positions that did not even exist a decade ago. In fact, a 70% change in required job skills is anticipated by 2030. This shift in emphasis towards newly in-demand skills, character and enterprise leaders – who account for fewer than a sixth of executives – has left many established senior leaders struggling to understand their place in this new world order.

Executive search organisations, meanwhile, say there is a shortage of leaders with the required skillsets, outlook, confidence and capacity to drive innovation and oversee transformation, especially in growth areas of technology, healthcare and fintech. The dial has moved; executives need to develop an understanding of what is now required of them, adjust their offering, upskill and repivot. The consequences of not doing so could lead to obsolescence.

To top it all off, a trend is emerging among some organisations to attempt to obscure any difficulties they may be having by posting “ghost jobs”- positions which have never existed. They may give the appearance that the business is thriving – but waste the valuable time and resources of the candidates who apply. Meanwhile, AI-powered recruitment tools mean employers and headhunters can scan worldwide talent pools to look for the right candidates, requiring everyone to better understand the new rules of the executive marketplace and up their game and digital presence. Executive profiles are essentially data points which need to be found.

Those that make the first cut may then be asked to perform through multiple stages of interviews, dragging the process out for months and extending time out of work.

This summary explores the trends shaping the UK and European executive hiring landscape, from the sectors experiencing the sharpest declines to those showing signs of resilience and growth. For executives navigating this turbulent period, understanding these dynamics will be critical to securing their next opportunity in an increasingly selective and competitive market.

 

Trends, forecasts and opportunities by region: the UK

Headlines in the UK have made grim reading for business leaders since the October 2024 budget, with some right-leaning media warning of a possible meltdown as companies face a quadruple threat from high running costs, an increasing employer tax burden, a crisis in consumer confidence and likely further destabilising action by the Chancellor to try to fill that infamous £22 billion government spending black hole.

The EY ITEM Club is the latest influencer to downgrade predicted UK GDP from 1.5% to 1% in 2025. If the Chancellor is forced to make more cuts, some economists warn the UK could head into a “doom loop” between debt and growth. Much will come down to what happens next in the global economy.

Even if the UK escapes direct US trade tariffs, the potential international impact of increased prices and trade wars could ripple across the Atlantic and the English Channel. More uncertainty in an already edgy recruitment market will only make conditions more difficult to navigate. That market is already tough with the latest figures showing a 22% rise in job applications in Q3, 2024, with 24 candidates per role, up from 19 in Q2, while the number of jobs posted saw a 10.6% drop compared to the 2023 average. Two fifths of recruiters report more candidates but 56% say there has been a slowdown in hiring.

Overall, predictions point to a very challenging and competitive market for the top jobs in a fast-changing environment.  All eyes will be on the next round of economic forecasts from the Office for Budget Responsibility in March and whether the PM Sir Keir Starmer’s can successfully forge stronger trade links with the EU while keeping Trump tariffs at bay. Key business organisations are forecasting the following:

CBI anticipates more interest rate cuts to offset sluggish growth and weak hiring with inflation coming down: “Business surveys have softened, with the CBI’s own growth indicator pointing to a significant fall in output over the quarter ahead. Hiring intentions also deteriorated – now at their weakest since the COVID pandemic – and price expectations have ticked higher.”

IoD:  “The significant increases in employer NI, the forthcoming increase in the minimum wage and concerns over the cost of employment rights continue to sap demand for workers.” A quarter of directors told an IoD survey they expect their headcounts to be lower through 2025 but the same amount said they would go up, while almost half expected wages to increase.

British Chambers of Commerce: “Our latest survey paints a worrying picture of weak workforce growth, persistent hiring difficulties and cuts in workplace training. It also revealed that 55% of firms are planning to put up prices, with labour costs the main driver.”

The IMF: Predicts higher growth of 1.6%.

Despite these challenges, opportunities do exist and lie in addressing the UK’s significant skills gap. While familiar roles and functions may be in short supply, almost two thirds of recruiters report skills gaps in the UK.  At senior level, they are struggling to fill roles that involve AI-led transformation, a gap that Rialto focus on preparing clients for. Such future-facing, in-demand roles can offer faster resettlement, higher remuneration and greater  security for executives open to adapt.

Infrastructure and utilities, property development and capital delivery are also among the sectors with the greatest demand and lowest supply but equally require a stand out proposition.

 

The EU:

The Eurozone experienced zero growth in Q4, 2024. Goldman Sachs warned it could yet take a “sizeable hit” amid uncertainty over Trump’s threatened trade tariffs, especially around growth and confidence.

Germany, the largest economy, has seen two years of contraction reducing its 2025 growth forecast from 1.1% to 0.3%, largely due to high energy costs and labour shortages.  Its manufacturing and export-heavy economy has been hit by high energy prices and labour shortages and would be extremely vulnerable to US trade levies.

The IMF has forecast 1% growth across the zone in 2025, with 2.3% in Spain, 3.5% in Poland, 0.8% in France and 1.6% in the Netherlands. Those figures will be revised downwards if tariffs are imposed.

The European Central Bank expects inflation to hover around 2.5% with cost pressures easing and rising household incomes being the main driver of growth. Unemployment is predicted to sit at around 6.5% while exports are expected to remain subdued, picking up in 2026, again, depending on tariffs. Employment is expected to maintain modest growth.

The Eurozone’s financial industry is looking precarious for executive recruitment. Several major banks announced a wave of redundancies including shaving board membership, with Deutsche Bank AG Chief Executive Officer Christian Sewing warning 2025 will be “the year of reckoning”.  Stagnation is likely to be exacerbated by Trump lifting regulations in the US to promote unfettered growth

For executives, looking to Europe for their next opportunity, the best opportunities lie in ESG and digital transformation. Predictions are that professionals demonstrating expertise in green transitions, AI ethics, and digital transformation will remain in demand.   As well as seeking to drive efficiencies and growth in these areas, organisations need to adjust their operations in accordance with new environmental and AI regulations around security and ethics.

According to Business Research Insights: “European organisations are increasingly prioritising sustainability and moral leadership” to drive successful transformation. A WTW survey found 94% of European firms surveyed included one or more ESG metrics in their executive pay programmes.

In summary, the executive job market in the UK and Europe is undergoing a profound transformation, with traditional career pathways continuing to be less predictable and competition for senior roles intensifying. Economic pressures, regulatory shifts, and evolving corporate priorities mean that organisations are being increasingly selective in their hiring, prioritising leaders with the skills and strategic vision to drive efficiency, innovation, and transformation. The days of relying on experience alone to secure senior roles are over; executives must take a proactive approach to redefine their value proposition in this evolving landscape. Those who fail to align with these changing demands risk being left behind.

Executive Summary

There is no silver bullet when it comes to measuring demand in the U.K. financial services job market.

Over the years we have looked at everything from indices from recruitment agencies, aggregated job board data as well as government/ONS data. All of them are useful indicators but fail to offer an accurate reflection of what’s happening across Financial Services as well as individual and significant sub-sectors.

The City Career LAB & Rialto job market index captures data directly from corporate careers sites as a way of measuring jobs activity – specifically demand. It’s not perfect, but is perhaps the most accurate indicator of hiring demand in the U.K. financial services jobs market.

Each month we collect and analyse data from a broad and diverse basket of handpicked employers that represent a particular sub-sector of Financial Services in the U.K. These results which include all permanent and fixed term contract positions across all functions of the chosen organisations will be published on our website and LinkedIn – to show and explain the direction of the hiring market(s) from month to month.

 

Our observations this month include:

  • Notably, there were gains this month for Wealth & Private Banking again (5%) and Fintech (6%), and Insurance (1%), which were more than offset by falls elsewhere in Banking & Markets(-5%) and Investment Management(-12%).
  • In terms of Year-on-Year results – the overall index is 1% up versus this time last year and down significantly from January 2023/2022/2021.
  • Whilst this is a disappointing start to the year, all is not lost, as most budgets and hiring plans don’t usually get going until February as employers focus on closing out 2024 business and people processes.

As a reminder – the Job Market Index is intended to be the most accurate read on hiring demand in the UK financial services sector.

 

The indicators show:

Banking & Markets: Corporate & Investment Banking, Markets, Securities Services (excl. Consumer/retail) -5%
Investment management: Asset Management, Alternatives -12%
Insurance: General, Life, Reinsurance, Broking +1%
Wealth & Private Banking +5%
Fintech: Banking, Lending, Payments, Insurtech, Crowdfunding +6%
Information Services: Data Providers, Ratings Agencies, Risk 0%

It’s the most wonderful time of the year….to find inspiration in surprising places.

The festive season brings with it a host of traditions, both universal and personal to each household, friendship group and family. Among these traditions are the festive films enjoyed year after year. These movies don’t just warm our hearts and get us in the Christmas spirit, many also offer surprisingly astute lessons in leadership, strategy, and business acumen.

Watched through this lens, viewers can gain a whole new perspective and chance to reflect on their own leadership style – plus the perfect excuse to disconnect from work, switch off devices and settle down to spend quality time with loved ones. Here we look at a few of the classics and the insights we might glean from them.

 

Home Alone: Planning, Creativity, and Agility in Crisis

When eight-year-old Kevin McCallister is accidentally left behind as his family jet off on a Christmas holiday, he demonstrates remarkable ingenuity and courage defending his home against two bumbling burglars. The child gives a masterclass in quick thinking, resourcefulness, and resilience, qualities every executive needs in today’s unpredictable, volatile environment.

Kevin outthinks and outclasses his nemeses, innovatively deploying the resources at his disposal – including toy cars, an iron and paint cans – to stay one step ahead and protect himself and his home. Executives should adopt a similar mindset, making the most of existing assets and strategies to compete, even when rivals may appear to have the natural advantage. The themes of innovation and adaptability chime with business model transformation trends in today’s era of fast-moving Generative-AI driven developments.

 

Elf: The Power of Culture and Authenticity

Buddy the oversized Elf’s boundless optimism and commitment to spreading Christmas cheer might seem naive, but his authenticity and generosity of spirit transform those around him. For leaders, Elf offers a lesson in the power of staying true to your values, being prepared to show vulnerability and fostering an inclusive culture.

By creating a positive environment and being utterly genuine, Elf inspires a culture of collaboration and trust. Meanwhile, as an outsider, his unique perspective helps him bring fresh ideas to the table, illustrating the value of diverse viewpoints. His father, the buttoned up and authoritarian CEO played by James Caan, seems positively prehistoric next to Elf’s enthusiasm, openness and willingness to do things differently, a reflection of changing leadership styles today.

 

It’s a Wonderful Life: The Values of Community and Legacy

Many would call this the ultimate Christmas film. The 1946 Frank Capra-directed masterpiece sees James Stewart’s despairing banker, George Bailey, saved from the brink of suicide after giving his all to his business only to see it fail and potentially damage those he has sought to assist throughout his career. Two angels are sent to show him the positive impact he has had on his whole community and how different life would have been for so many had he never existed.

Bailey comes to understand that true wealth isn’t just financial or transactional, but also relational and communal. For executives, this underscores the importance of legacy and purpose in leadership and to maintain perspective and hope, even when things seem to have gone horribly wrong. It shows that honesty and transparency with stakeholders can help avert a reputational and financial crisis. The time, energy and thought Bailey has poured into his community is reciprocated when he is struggling. His customers, colleagues and friends remain loyal even through the most challenging times. The story teaches us to cultivate gratitude, take time to reflect on the sometimes-invisible positive ripples of our work, and build a strong corporate value based on trust and shared values, always considering the long-term impact of policies and actions. In business, nurturing strong relationships with employees, customers and the community can lead to enduring success. Recent trends indicate a shift towards work cultures that prioritise human well-being and organisational flexibility, recognising that strong relationships contribute to overall success.

 

The Muppet Christmas Carol: Embracing Change and Transformational Leadership

Last year, we presented the Rialto Executive Christmas Carol, exploring how senior leadership can learn from Dickens’ timeless story of redemption. This classic tale has inspired countless Christmas films, including many mentioned here..  Aside from the unsettling image of Kermit the frog and Miss Piggy having a brood of froglets and ringleted piglets, the Muppet version is as true to the original as any other, with Michael Caine as old Ebeneezer Scrooge going through a painful transition as he is confronted with the difficulties of his past and the impact it has had on his miserly behaviour in the present.

The story serves as a powerful reminder for leaders to embrace self-reflection and seek guidance from trusted mentors who can offer honest appraisals and actionable advice. Scrooge may be terrified of the realities revealed by his spectral visitors, but they give him the grace and humility to be able to rebuild sustaining relationships with those important to him in work and outside it. Scrooge also learns to value the people around him and show generosity, which will lead to strengthened business models and longevity and customer and employee loyalty and engagement.

 

Miracle on 34th Street: The Power of Trust and Reputation

When Kris Kringle is put on trial to prove he’s the real Santa Claus, he shows that belief and reputation can triumph over scepticism. Whether you watch the 1947 black and white original or the 1994 remake starring Richard Attenborough as the man in red and white, this sentimental staple reminds leaders to remain steadfast and believe in their mission and core values, even as they face multiple challenges.

Despairing the loss of the true seasonal messages of love and kindness amid the commercialism, greed and profit-making, Father Christmas comes to earth and gets a job as an in-store version of himself at a New York department store. In the more recent version, as he seeks to restore the spirit of Christmas, he gets caught up in a hostile takeover bid, a business rival’s campaign to twist the narrative in his favour through underhand means, and six-year-old Susan’s personal battle with her own faith.

Kringle unwaveringly insists that he is the real Father Christmas, despite facing a lawsuit and accusations of insanity. He is saved by the little girl’s demonstration of how people regularly place their trust in unprovable concepts, symbolised by the words In God We Trust on the back of a one dollar bill.. Between them, Kringle and Susan get the store owner, customers and community on board by staying true to their values of belief, hope, empathy, generosity, authenticity and understanding, all soft skills required increasingly by executives and senior leaders seeking to navigate through the complex business landscape where the practical and emotional needs of human stakeholders must be balanced with the demands of a fast-paced, high tech, competitive business landscape.

 

Die Hard: Strategic Thinking and Teamwork in High-Stakes Situations

The arguments can go on around whether Die Hard is truly a Christmas film (it is!), but what we can learn from Bruce Willis’s cynical cop, John McClane, are lessons in quick thinking, agility, strategy and the need to balance clear, independent thinking with trust and collaboration.

McClane gets caught up in a terrorist takeover of a company during its HQ Christmas Eve party and realises only he can save the day and the hostages, including his estranged wife who works there. It’s McClane versus a band of baddies, led by iconic high-cultured German Hans Gruber, played by a scene-stealing Alan Rickman.

Though he’s going solo vs the villains inside the gleaming high-tech skyscraper, he relies on the support and walkie-talkie guidance of an officer on the outside, Sergeant Al Powell, and must place his trust and his life in his hands. Nobody can do it all on their own.

Gruber’s men have planned their evil mission meticulously and know what they want and how they plan to get it – outnumbered McClane can only act by instinct, adapting to every move made by the tooled-up terrorists, showing how true leadership has the chance to shine when facing adversity and threat. McClane has to remain focused on his mission, alert to the changing risks and think on his feet. Of course, it all works out in the end and the shared experience reignites his relationship with his wife.

Executives will learn the most and develop fastest in highly charged, challenging situations and could learn from McClane by seeing potential catastrophes as opportunities for learning, change and building positive team dynamics. Through true collaboration and focus on a mission, organisations that are led by visionaries with courage, conviction and trust in their teams can get through almost anything.

 

How the Grinch Stole Christmas: Knowing It Is Never Too Late to Change.

Rubber-faced actor Jim Carey embodied the mean, green monstrous Scrooge in the film version of Dr Seuss’s Christmas classic. The Grinch chooses to live in isolation with his dog, Max, and hates the noisy, bright intrusion of Christmas from the nearby village of Whoville in the alley below, so decides to take it from them, removing every physical trace of the festival.

Of course, The Grinch has a backstory – he never had anyone special with whom to enjoy Christmas and therefore has been unable to understand its sentimental spirit or purpose.

But when the Whos rally together to salvage their celebration, even without the lost trappings of gifts, lights and general excess, the Grinch sees that it is so much more than indulgence and greed. So touched by the compassion, kindness and community he sees for the first time, his heart grows three sizes. He is big enough to admit he was wrong, return all the stolen gifts and join in.

As well as traditional Christmas messages which remind us every year to recognise what is truly important, family, friendship and sharing, the Grinch is a lesson for leadership in knowing when to admit you have been wrong or need to adjust or even abandon your strategy. No matter how far it has gone, how many resources you have devoted to a mission, executives must be open to change and really listening and responding to the views of the people it affects. Humility and compassion are keywords of modern-day leadership, not ivory towers and unilateral decision-making. Instead of looking down on those below, executives and senior leaders should be among the people upon which their organisations are built, truly understanding what makes them want to be part of their community, or they – employees, customers, partners – will move on and carry on.

It is all too easy to lose sight of our purpose, mission and even humanity amid all the commercial and organisational pressures and demands that rarely let up in today’s highly pressured and unpredictable business landscape.

 

Use the festive season to find inspiration in places you perhaps never thought to look. The very act of mindfully considering these lessons helps to ground us. Taking time to reflect on the weight of our responsibilities, the impact of our decisions on individuals and communities, and the reasons we do what we do—our motivations and rewards, both practical and personal—is not only restorative for the soul but ensures leaders stay relevant and focused on the purpose behind their work and their organisations.

As the year draws to a close, we at Rialto wish all our clients and partners a peaceful, reflective, and joyful festive season. May this time bring connection, renewal, and a fresh perspective for the year ahead. We also hope you find joy in watching your favourite seasonal films with a (post-ghosts) Scrooge-like sense of gratitude and inspiration.

We look forward to resuming our rewarding work with you in the New Year.

“Planning without action is futile; action without planning is fatal.”

So said Cornelius Fichtner, a Swiss project management expert. Successful leaders understand that their careers and roles within organisations are ongoing projects that constantly needs to be consciously managed, adjusted, aligned with ever evolving strategic objectives, market forces, emerging trends and technological developments.

For executives looking to maintain their career on a positive, upward trajectory – whether pursuing a new role, growing within an organisation, or preparing for a significant step up – taking the time to reflect on personal goals and crystallising a structured vision of how to reach them by setting clear actions is key to success.

Breaking down that strategy into quarterly plans gives a practical framework to improve personal performance and retain a dynamic role in pushing for organisational growth and success.

The wind down to the end of the year and the run-in to Christmas can therefore provide the perfect opportunity for reflection and forward planning.  Executives who make this an annual practice gain clarity on what they aim to achieve, why those goals matter, how they intend to accomplish them, and what or who is needed to make them a reality. This intentional approach minimises wasted effort and maximises returns by focusing resources on meaningful priorities. Leaders who act with purpose and vision inspire confidence in their workforce and stakeholders alike.

In the first of this two-part blog series, we focus on practical steps that executives can consider to set the stage for personal and organisational success over the first two quarters.

Q1: Reflect, Assess, Set Goals.

Reflect: The start of the year often brings a renewed sense of energy and resolve. Teams return refreshed and focused from a break, making it an ideal time for leaders to refocus their efforts. The perfect time, then, to reignite and engage with key stakeholders to understand their expectations, challenges and opportunities and galvanise them into action and aligning objectives.

Asses: Reevaluate and carry out a SWOT analysis (strengths, weaknesses, opportunities, and threats).  Define both short-term and long-term career goals. Tools such as 360-degree feedback, personality assessments, and executive coaching can help shape a 12-month personal development plan with clear, actionable goals.

  • Benchmark Skills: Compare existing skills against emerging opportunities and challenges. Identify areas for improvement, particularly in soft skills such as emotional intelligence, agility, and creativity, which are increasingly crucial in the AI-driven era.
  • Schedule Development: Make time for training, conferences, or coaching. Populate your calendar with key events, manage conflicts, and work your projects around them
  • Prioritise: Once you have a view of the coming months, you can set priorities and deadlines, Write a list of the most pressing demands on your time: what needs doing now, what can be delegated, what can wait?

Set Goals

Once objectives are defined, executives can lead team discussions to review successes and challenges from the previous year. Honest and active listening fosters collaboration, allowing teams to collectively identify potential roadblocks and opportunities.

  • Explore New Markets: Evaluate how emerging trends, like AI, can enhance operations or open new avenues.
  • Communicate Vision: Share objectives and inspire the team with a clear vision of the year ahead, ensuring alignment with organisational goals.
  • Plan Talent Needs: Identify skill gaps and strategise whether to upskill current employees or bring in new talent. Build workforce confidence by highlighting how new technologies will enhance their roles and benefit the organisation.

 

Q2: Build Your Personal Brand, Communication Skills & Strengthen Relationships.

Branding

A strong personal brand is crucial for executives aiming to stand out. This involves defining a unique value proposition and aligning it with communication style, online presence, and professional networks.  Think carefully about how you wish to present yourself and the purpose of your communication. Are you looking to attract the right talent or partners? Gain a promotion? Stand out in your field? Attract or assure investors? Adjust your language content and tone accordingly with the end goal in mind. You may wish to work with a mentor or coach for an objective view.

  • Online Presence: Do optimise LinkedIn and other relevant platforms by sharing thought leadership content. See our previous insights on elevating LinkedIn profiles and networking effectively.
  • Networking: Stay active in professional organisations and leverage opportunities to expand influence and connections.

Whether you are in the market for executive transition, executive outplacement or you are seeking to establish yourself in a new or current position, stakeholders, employees and employers, current and potential, need to understand who you are, what you represent and why they should place their faith in you.

Communicate:

Effective communication is a cornerstone of leadership success. Plans, no matter how robust, can falter without clear articulation. Executives must refine both their digital and interpersonal communication skills whether seeking a promotion or a new opportunity, or presenting an organisational strategy to the board or other stakeholders.  The way you present and express yourself could mean the difference between success and failure.

  • Transparency and Updates: Develop a plan for regular, transparent communication using emails, videos, or meetings. Provide updates and implement channels for feedback.
  • Public Speaking: Hone skills in presenting to diverse audiences, both in person and online. In today’s business landscape, personality and likeability are more important than ever. While some have a natural affinity for public speaking and presenting, others may need professional coaching help improve confidence and delivery.
  • Non-Verbal Skills: With increasing proportions of meetings held online, mastering the art of creating engaging presentations and holding the attention of people who may all be sitting separately in front of laptops in different time zones around the world is an additional challenge. Focus on body language, not just tone, to build trust and engagement.

Strengthen relationships:

Strong relationships are the foundation of effective leadership. Executives should prioritise key connections—whether with team leaders, clients, or stakeholders.

  • Review and Follow Up: Revisit unresolved issues or recent communications to ensure alignment on next steps or actions needed. Schedule meetings with key stakeholders to maintain momentum and address emerging concerns.
  • Support Teams: Collaborate with HR and managers to identify and support struggling employees, celebrate high performers, and mitigate risks of losing top talent.
  • Encourage Feedback: Maintain an open dialogue to foster trust and identify challenges at the earliest opportunity, sharing your vision, identifying challenges and explaining how you plan to overcome them, to foster trust and openness. Invite feedback and respond positively.

By weaving these practices into their routine, executives position themselves for success going into the final two quarters of the year. They will have enhanced personal performance, strengthened relationships, and ensured their teams are aligned with strategic objectives. With clear KPIs in place, they can adjust plans to navigate challenges and capitalise on new opportunities.

In this short video, Sarah Prichard, UK Managing Director of BuroHappold, talks to Lesley Lindberg about some of the leadership challenges she has observed through the UK lockdown.

In this short video, Nigel Clarke, Chairman of the General Pharmaceutical Council, talks to Lesley Lindberg about some of the leadership challenges he has observed through the UK lockdown.

In this short video, Martin Barrett, Managing Director of Turner & Townsend Suiko, talks to Lesley Lindberg about some of the leadership challenges he has observed through the UK lockdown.

In this short video, Director of Rialto Consultancy, Richard Chiumento explains the steps you can take to ensure that you are considered for an internal promotion that suits your career path, or for a new role that can move your career to the next level.

The Rialto Accelerated Leadership Index (RALI) profiles and assesses the alignment of current leadership capabilities and experience to future market needs. Gaps, risks and development areas are highlighted to futureproof the leader’s value in a way which outperforms competitors.

Director of Rialto Consultancy, Richard Chiumento, explains further in this video.