Career Decision Making

Data or Gut Feelings. Whenever I’ve made strategic decisions while neglecting my gut feelings, I have felt a tinge of regret. Leaders are often urged to make data-driven decisions in this age of abundant data. Data is significant; it offers valuable insights by revealing past trends and providing predictive analytics, yet I believe it has limitations. Data alone will not always account for individual circumstances, unexpected challenges, or the essential human elements crucial to effective leadership. On the other hand, intuition - rooted in experience, judgment, and the ability to recognise patterns - can be incredibly powerful, especially in uncertain or quickly changing environments. Still, we must acknowledge that biases and narrow perspectives can sway intuition. Today’s leaders face the interesting challenge of blending analytical skills with intuitive wisdom rather than choosing one over the other. For example, while data may highlight an emerging market trend, intuition empowers leaders to assess whether the timing, cultural relevance, or team readiness aligns with taking action. A potent way to bridge this gap is by asking lots of critical questions during decision-making: Cultivating a habit of evaluating choices from numerical and descriptive angles ensures a more robust approach. The essence of future leadership lies in mastering the art of merging analytics with intuition. We can achieve this by fostering critical thinking to evaluate data accuracy, employing scenario planning, evaluating multiple alternatives to juxtapose gut feelings with measurable insights, and building diverse team thinking to challenge assumptions. Practical steps, such as conducting post-mortems to reflect on decision-making processes, help bring this balance to life. When data and intuition unite, leaders can make much more impactful decisions. So, I vote for a harmonious combination.

This Gen Z candidate walked away from a six-figure offer and even I was surprised why. The reason? The company didn’t offer flexibility or genuine mental health support. Yes, you read that right. Here’s what she told the panel: “I appreciate the salary, but I’m looking for a role that provides growth, flexibility, and truly prioritizes mental health. I want a career that’s sustainable, not just impressive.” After coaching 2 lakh+ candidates, here’s what I’ve learned about Gen Z’s priorities: ✅ They dig deep into what learning and growth actually look like within a company. ✅ They value time off and personal wellbeing as much as the paycheck. ✅ They openly discuss mental health and expect authentic support. ✅ They want flexibility not because they’re lazy but because they care about quality work and quality life. Maybe it’s not entitlement. Maybe it’s clarity. If you’re job hunting, remember: don’t trade your values for a paycheck. Ask the hard questions: ❓ Where will this company take me in 5 years? ❓ How do they actually support mental health not just in words but in actions? ❓ Is flexibility a core part of their culture, or just a marketing slogan? Don’t just settle for the offer letter — seek growth, wellbeing, and alignment with your values. Because saying “no” to what doesn’t fit... Is how you say “yes” to the future you truly deserve. Would you have made the same choice? Drop your thoughts below ⬇️ #genzworkplace #interviewcoach #careerchoices #mentalhealthmatters #jobsearch #genz

For obvious reasons, I get asked a lot about the current state of business school education, and especially sustainability courses. So, it was fun to chat to The Washington Post about the Stern DC executive MBA, and what students are looking for: “Associate Professor at NYU Stern School of Business and author of “Higher Ground,” Alison Taylor, said “The bar is very high for practical, usable insights when you are teaching executives. They tend to be less impressed by abstract academic credentials and more impressed with credible, real-life experience and exposure to tools, frameworks and ideas that they can use in their organizations in real time.” As culture shifts, so do expectations at work. In today’s workplace, soft skills like teamwork, communication and problem-solving, are just as important as technical expertise. Taylor says that students at NYU Stern School of Business learn to be comfortable with new leadership models that emphasize influence, persuasion, leveraging networks, coalition building, inclusion and negotiation with diverse stakeholders. “That’s how you prepare a new generation of leaders for the profound shifts underway in organizational culture.” One of Taylor’s courses, Sustainability for Competitive Advantage, is a required course for all Executive MBA program students in Washington, D.C., which enables students to develop a credible, focused sustainability strategy for any organization. Learning these skills benefits students when they enter the job market, and in turn, the world benefits from having business leaders who can implement solutions to societal challenges. “As sustainability matures, it makes less sense to treat it as a standalone function, and more sense to consider how to integrate it into existing roles in finance, strategy, governance, procurement, innovation and so on,” said Taylor. “I tend to argue that every student should ‘minor’ in sustainability and at minimum bring an understanding of the core underlying drivers and concepts to their role.” “It’s critical, in the era of environmental, social and governance backlash, not to teach these topics in a simplistic, cheerleading way,” added Taylor. “It’s important to equip students with a balanced understanding of the debate, the background to challenges and the counter arguments. It’s a bad idea to suggest this is always easy, or a win-win in every instance.” https://lnkd.in/dQ7mxJbU

Most hires don’t fail because of talent. They fail because of ambiguity. I recently got a reference check call from a founder. They asked: “If this person doesn’t work out in 6 months, what do you think the reason would be?” My answer? “If it doesn’t work out, it’s probably not because of them. It’s because the role wasn’t clearly defined, and they didn’t get the feedback needed to course-correct.” Here’s what most companies get wrong: 👉 They obsess over finding the “perfect candidate.” 👉 But they skip the hard work of defining what success actually looks like. Not just the tasks. But the outcomes, behaviors, and decision-making that will drive those outcomes. At the School of Hiring, we’ve seen this play out over and over: ✅ A great hire joins. ❌ The role is vague. 🤯 Expectations live in the manager’s head. 📉 Six months later disappointment, misalignment, and an expensive replacement cycle. 𝗧𝗮𝗹𝗲𝗻𝘁 𝗰𝗮𝗻’𝘁 𝘁𝗵𝗿𝗶𝘃𝗲 𝗶𝗻 𝗮 𝘃𝗮𝗰𝘂𝘂𝗺. Every role needs: 📌 A clear definition of success. 📌 A shared understanding of “how we win here.” 📌 A feedback loop that supports growth, not just performance management. 𝗜𝗳 𝘆𝗼𝘂𝗿 𝗵𝗶𝗿𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗲𝗻𝗱𝘀 𝘄𝗶𝘁𝗵 𝗮 𝘀𝗶𝗴𝗻𝗲𝗱 𝗼𝗳𝗳𝗲𝗿, 𝗯𝘂𝘁 𝘀𝘁𝗮𝗿𝘁𝘀 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗿𝗼𝗹𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆, 𝘆𝗼𝘂’𝗿𝗲 𝘀𝗲𝘁𝘁𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 𝘂𝗽 𝘁𝗼 𝗳𝗮𝗶𝗹. Hiring isn’t just about choosing the right person. It's about building the right conditions for them to succeed. — ♻️ Share this with a manager prepping for their next hire. 🔗 Follow Konstanty Sliwowski for more on hiring and leadership.

Most hiring managers don’t need a ‘rockstar.’ They need clarity. In my last post, I shared a conversation with a TA leader: “Our hiring manager wants someone like Raj.” The catch? There were three ‘Rajs,’ and none remotely matched the role’s job description. When expectations are vague, demands like “Find me a rockstar developer for half the budget” or “Just like Sarah, but less assertive” derail hiring progress. This isn’t just a TA problem; it’s a clarity problem. That’s why I created the Clarity-First Hiring Framework. It’s not a theory; it’s a proven solution that: 1. Cuts weeks of wasted time on misaligned candidates. 2. Eliminates miscommunications between TA teams and hiring managers. 3. Rebuilds collaboration and trust across teams. You can apply this framework and turn a vague, impossible ask into measurable recruiting outcomes. The result? A stellar hire and better alignment between TA and leadership. Hiring isn’t about unicorn-hunting. It’s about building clarity through partnership, and the best teams get this right. If you’re facing similar struggles, comment ‘Clarity’ below, and I’ll send you the framework. The right hires aren’t found by chance, they’re built through intention and alignment. Let’s lead this change together. #ClarityInHiring #TalentAcquisition #LeadershipInsights #RippleHire

Recruitment: A Simple Supply Chain with an Incredibly Complex Product Ever thought about recruitment as a supply chain? On the surface, it’s simple: 1️⃣ The business places an order – they need a particular “product” (a candidate with specific skills and qualities). 2️⃣ The recruitment team sources the product – we search the market to find the best match. 3️⃣ The business performs quality checks – through assessments and interviews, ensuring the “product” meets expectations. 4️⃣ The business makes the purchase – extending an offer to secure the candidate. Straightforward, right? Not quite. The complexity lies in the “product.” Unlike traditional goods, candidates are: • Unique – no two are exactly alike. • Dynamic – preferences, availability, and circumstances can change quickly. What other products gets to choose who buys them? • Perishable – the best candidates don’t stay on the shelf for long. And here’s where the process can fall apart: unclear demand planning and low velocity. If the business isn’t clear on what roles they truly need to fill—or if priorities constantly shift—recruitment teams can end up spinning their wheels. Chasing talent for roles that may never get hired is a waste of time, resources, and market goodwill. Clear, well-communicated demand planning ensures that recruitment resources are focused on what matters, keeping the supply chain efficient and effective. The longer you wait to take action, or the more you move the goalposts, the higher the risk of losing top talent. A well-curated pipeline can quickly degrade as the best options are snapped up by more decisive businesses. So, what’s the takeaway? Treat your hiring process with the urgency of a fast-moving supply chain, and make sure your demand planning is solid. Speed, clarity, and decisive action aren’t just operational efficiencies – they’re the difference between securing the best talent and settling for second best. What’s your take on this perspective? How do you balance speed, clarity, and quality in your recruitment process? #LBG #FasterForward #Recruitment #TalentAcquisition #SupplyChain #DemandPlanning

Unsolicited Advice From an Executive Recruiter: Hiring Managers — Stop Taking So Long to Make a Decision Here’s a truth most won’t say out loud: if your interview process drags on for weeks (or months), you’re not “evaluating talent.” You’re losing it. Top candidates don’t sit around waiting for a perfect moment. They move quickly, they’re in multiple processes, and they interpret long delays as a lack of interest, disorganization, or internal uncertainty. And here’s what long interview cycles really cost you: • Great candidates who accept other offers • A damaged employer brand • Slower team performance because the seat stays empty • Higher recruiting costs • A reputation for being difficult to work with If you need 5–7 interviews to decide, you don't have a talent problem — you have a decision-making problem. A strong hiring process looks like this: • Clear alignment internally • A defined interview timeline • Quick, consistent communication • Decision-makers who make… decisions Speed doesn’t mean compromising quality. It means respecting the candidate’s time, the recruiter’s time, and your own business needs. Move faster. Decide faster. Hire better. #ExecutiveRecruiter #HiringTips #RecruitingAdvice #TalentAcquisition #HiringManager #Leadership #RecruitmentStrategy #JobSearch #EmployerBranding

“Do I really have to pay to level up?” Truth is, back in sixth form I used to wonder if I was missing something—like, maybe the big secret to success required money. But looking back? ↳ Younger me couldn’t afford it. ↳ Younger me would’ve missed out completely. And maybe that’s a me problem… or maybe it’s not. I get the whole “invest in yourself” mindset. But when there are so many free opportunities out there—opportunities that connect you to real insights, top-notch mentors, and hands-on experiences—it makes you think twice. For Year 12, 13 and even university students, here are just a few organisations offering no-cost support and resources ↓ ↳ Outer Circle (Platform for mentorship, networking events and guidance for apprenticeships) ↳ Springpod (Virtual work experience) ↳ Apprentadream (Platform to connect students to apprenticeship opportunities) ↳ SEO London (Platform for training, mentorship, access to top-tier career opportunities) ↳ The Brokerage (For workshops, internships and networking events) ↳ Zero Gravity (Mentoring, guidance on applications, interviews and career paths) ↳ Summer Schools (UNIQ University of Oxford, The Sutton Trust etc): (Immersive academic programs hosted by leading universities) ↳ Forage (Virtual work experience programmes from global companies) ↳ Bridging Barriers (Mentorship with professionals, helping them navigate career choices) ↳ Bright Network (Career platform for industry insights, networking events, internships and graduate jobs) ↳ The 93% Club (Events and resources, peer support across multiple universities) ↳ National Careers Service (Career advice and resources online for people of all ages) ↳ Future Talent Group (Career insights, internships and soft skill development) ↳ GOOD (Resource for sixth formers and secondary school students) ↳ The Gen Z Club (Networking and career opportunities) ↳ Trackr (Formerly Bristol Tracker) (Opportunities for university students) ↳ upReach (Coaching, internships, employer partnerships) (Seriously, this list could go on and on.) Listen, I’m all for people covering basic costs for a venue, food, or drinks at a networking event. But if you’re shelling lots just for the privilege of advice? Time to hit pause and reconsider. Because there’s a whole world of free resources designed to help you learn, connect, and grow. I’m passionate about low barriers to entry for education and career development—no matter your background. Sometimes, the best move is to look for the free routes first. They’re out there, waiting to be explored. So before you pay £50 for a workshop, ask yourself: “Am I about to spend this because it’s truly worth it, or because I don’t know about the free stuff?” That’s all. Just something to think about—because your potential shouldn’t come with a price tag. If I've missed a resource, community or platform out, feel free to let me know! #freeopportunities #resources #opportunities #advice

In executive search, I've seen firsthand how a company's approach to hiring reflects its decision-making culture. Consider two contrasting clients I worked with earlier in my career: The first client was a model of clarity and efficiency. They knew their needs, the trade-offs they were willing to make, and who'd make the final hiring call. Transparency was core to their hiring process. They swiftly filled 10 roles with highly qualified candidates. The second client, however, lacked clarity on their hiring priorities or decision-making process. Their prolonged indecision resulted in losing several great candidates, who viewed the ambiguous process as a red flag. Remember, your hiring process speaks volumes about your company culture. Make it clear, decisive, and organized – it's key to attracting and retaining the right talent.

There’s a common narrative that gut instinct and data driven decision making are at odds. But I think they’re more connected than we like to admit. A gut feeling isn’t just a hunch. It’s the result of years (or even decades) of accumulated experience, patterns recognized, and lessons learned. In many ways, it’s our brain processing an internal dataset we may not even realize we’ve built. But just like external data, gut instincts aren’t infallible. Relying solely on gut can lead to blind spots, bias, and missed opportunities. On the flip side, relying purely on data without context or experience can lead to analysis paralysis or decisions that miss the bigger picture. The best leaders find a balance. We should use data to challenge and refine our instincts while allowing experience to provide context and direction. It’s not about choosing one over the other; it’s about knowing when to listen to both. #DataDriven #ExperienceMatters