This episode of our ‘Inside Voice’ series was produced in partnership with N2Growth, a global leadership advisory and executive search firm.
Debbie West was joined online from Vancouver by N2Growth’s CEO, Kelli Vukelic, a transformative leader who has been making waves in executive management, strategy and organisational innovation.
Debbie and Kelli talk about the changing world of executive leadership and the impact of those changes on communications and HR leaders in organisations.
In this episode of the ‘Inside Voice’ series on the c-suite podcast, Debbie West interviews Kelli Vukelic, CEO of N2Growth, to discuss executive leadership and the evolving dynamics of leadership recruitment.
Kelli explains that her career in executive search was unplanned, driven by a series of opportunities rather than deliberate intent. Over time, she found deeper purpose in helping others discover their own paths and empowering leaders to lead with empathy.
Kelli highlights key trends in executive and leadership hiring, noting that executives are retiring earlier than in the past and often pursue a portfolio of work instead of traditional retirement. Despite this, the age of CEOs is rising as boards seek experienced candidates. However, many younger leaders are reluctant to step into C-suite roles, leading to a shrinking talent pool.
Kelli predicts that over the next five years, recruitment processes will shift to focus more on personal attributes, motivations, and predictive assessments rather than traditional metrics like titles or years of experience. Companies will also invest in leadership development to nurture potential leaders earlier in their careers.
Regarding attracting top talent, Kelli stresses the importance of purpose alignment within organisations, especially as technology accelerates innovation. Leaders are seeking roles where they can drive societal or organisational change, and organisations must communicate their purpose clearly to remain competitive.
Considering the role of culture fit in hiring, Kelli advocates for a ‘culture add’ approach rather than expecting new hires to fit into existing cultures. Organisations must be transparent about their inclusive cultures from day one to retain diverse talent, as failing to deliver on inclusivity promises can lead to disillusionment and high turnover.
Kelli also acknowledges the challenges organisations face in balancing generational differences, particularly with Gen Z, who value flexibility and purpose over traditional markers of leadership success like tenure or stature.
Further, Kelli Vukelic shared her insights on effective leadership, board practices, and talent retention. She stresses the importance of strategic alignment at the board level, noting that boards must stay focused on long-term goals rather than getting distracted by short-term tasks. She believes that boards should actively support an organisation’s mission, ensuring that governance decisions align with the company’s purpose and strategic direction. This alignment is crucial for the executive leadership team, providing clear guidance and helping them maintain focus.
Kelli also discusses the need for diversity in boards, particularly generational diversity, which she predicts will become more prevalent in the coming years. Diversity not only enhances decision-making but also helps organizations understand stakeholder needs better. Additionally, accountability and transparency remain key attributes of high-performing boards. Kelli advocates for regular self-assessments to ensure boards hold themselves and their leadership teams accountable for ethical standards, compliance, and performance.
Finally, Kelli offers advice on attracting and retaining senior talent, emphasizing the importance of purpose-driven branding and human connection. She advises communications, HR and employee experience professionals to tailor recruitment and onboarding processes to meet the individual needs of candidates, aligning them with the organisation’s values. Moreover, she underscores the importance of providing continuous growth opportunities for employees and fostering an adaptable, empathetic culture where individuals can thrive both personally and professionally. Kelli believes that organisations that prioritise these values will position themselves for long-term success.
