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The Missing Piece: Why Adaptability is Often Overlooked in the Executive Hiring Process
Debbie Morrison • May 3, 2023

In today's fast-paced and ever-changing business world, adaptability is a crucial skill for executives. Being able to adapt quickly to changing circumstances can mean the difference between success and failure. But despite its importance, adaptability is often overlooked in the executive hiring process. In this article, we look at why adaptability is so vital for modern executives and how you can ensure you don’t overlook this critical skill during the hiring process.


Why is Adaptability a Vital Skill for the Modern Executive?

The business landscape is constantly changing, and executives must be able to keep up. From technological advancements to changes in consumer behaviour, companies are facing unprecedented levels of disruption. This means that executives must be able to pivot quickly and adapt to new circumstances if they want to stay ahead of the curve.


Adaptability is also critical for innovation. When executives are able to adapt to changing circumstances, they can identify new opportunities for growth and innovation. This can lead to new products, new markets, and new revenue streams. A 2020
Harvard Business School survey showed that 71% of 1,500 executives from more than 90 countries said adaptability was the most important quality they looked for in a leader.


Another reason why adaptability is essential is that it can help companies weather the storm during times of crisis. Whether it's a global pandemic or a natural disaster, companies that can adapt quickly are more likely to survive. In the food and beverage industry, for example, companies that were able to quickly pivot to online sales during the pandemic were able to weather the storm and come out on top. According to a report by
NielsenIQ, The total online food and beverage landscape in 2020 saw $106 billion in dollar sales, a 125% increase in growth from the prior year.


Why is Adaptability Often Overlooked in the Executive Hiring Process?

Despite the importance of adaptability, it's often overlooked in the executive hiring process. One reason for this is that companies tend to focus on more tangible skills like experience and technical expertise. While these skills are undoubtedly important, they are not the only things that matter.


Adaptability is not always easy to measure making it less likely to be given sufficient consideration during the hiring process. Unlike experience or technical expertise, adaptability is a soft skill that's difficult to quantify. This can make it challenging for companies to assess during the hiring process.


Additionally, companies may assume that executives are naturally adaptable and don't need to be explicitly tested for this skill. However, this assumption can be dangerous. Even experienced executives can struggle to adapt to new circumstances if they're not used to doing so. This can lead to missed opportunities and missed chances for growth.


How to Hire for Adaptability

So, how can companies ensure that they're hiring executives with the adaptability skills they need?

Here are a few tips:

1. Look for Evidence of Adaptability in Past Roles

One way to assess adaptability is to look for evidence of it in past roles. For example, has the candidate worked in an industry that's undergoing significant change? Have they been involved in a major company pivot? Have they been able to successfully lead teams through times of crisis? These are all indicators that the candidate may have the adaptability skills you're looking for.



2. Ask Behavioral Interview Questions

Another way to assess adaptability is to ask behavioural interview questions. For example, you could ask the candidate to describe a time when they had to adapt to a significant change in their work environment. You could also ask them to describe a time when they had to pivot their company's strategy to meet changing market conditions. By asking these types of questions, you can get a better sense of the candidate's ability to adapt.



3. Use Assessments

Assessments can also be a useful tool for assessing adaptability. For example, there are assessments that measure a candidate's ability to handle ambiguity and uncertainty. These assessments can help you get a better sense of how the candidate will respond to unexpected situations.


4. Look for Diversity

Looking for diversity can also help ensure that you're hiring for adaptability. When you have a diverse team, you're more likely to have people with different perspectives and experiences. This can help your team adapt more quickly to changing circumstances because they're more likely to think outside the box and come up with innovative solutions.

For example, the food and beverage industry has seen a surge in demand for plant-based products in recent years. Companies that have diverse teams may be better equipped to respond to this trend because they have team members who may have experience in alternative protein sources or who have a personal interest in plant-based diets.



5. Provide Opportunities for Learning and Development

Finally, it's important to provide opportunities for learning and development. Even the most adaptable executives can benefit from ongoing training and development. This can include attending conferences, taking online courses, or participating in mentorship programs. By investing in your executive's development, you can help them build the skills they need to adapt to changing circumstances.


Adaptability is a vital skill for modern executives. It's important for innovation, weathering times of crisis, and staying ahead of the competition. However, it's often overlooked in the executive hiring process. To ensure that you're hiring for adaptability, look for evidence of adaptability in past roles, ask behavioural interview questions, use assessments, look for diversity, and provide opportunities for learning and development. By doing so, you can build a team of executives who are ready to face any challenge that comes their way.



At ELR Executive we have over 20 years of experience helping FMCG and Food and Beverage organisations identify and attract the right talent to help achieve better business outcomes. If you'd like to learn more about how we can help you hire for adaptability, speak to us today.

By John Elliott March 24, 2025
Emotional intelligence is one of the most valued traits in executive leadership today.  It’s also one of the most misunderstood. In interviews, every candidate knows how to speak about empathy, collaboration, and “bringing people on the journey.” But when does that emotional intelligence start to look more like emotional avoidance? If you’re hiring into a senior role in consumer goods or food and beverage manufacturing, this distinction matters. Hiring someone who avoids hard conversations risks building a culture that performs around problems, not through them. The leaders delivering the best outcomes in 2025 understand how to build trust and rapport — without dodging the accountability that comes with real leadership. Emotional Intelligence: What It Gets Right In complex, fast-paced industries like FMCG and food production, leaders need more than technical expertise. They must influence, de-escalate tension, manage change, and build alignment across functions. That’s where emotional intelligence shines. High-EQ leaders are more likely to: Retain talent through strong, trust-based relationships Remain composed in high-stakes environments Reduce conflict through proactive, clear communication Drive psychological safety while still pushing for results The research backs this up. According to a 2024 EHL Insights report , emotionally intelligent leaders improve employee satisfaction, engagement, and collaboration — all essential in manufacturing settings where coordination between departments is critical. But there’s a fine line between emotional intelligence and emotional overcorrection. When Emotional Intelligence Becomes Emotional Avoidance The risk is subtle: leaders who over-index on empathy may begin to avoid the discomfort of conflict altogether. That looks like: Letting underperformance linger to “keep the peace” Over-relying on collaboration instead of making firm decisions Avoiding direct feedback Prioritising harmony at the expense of clarity A 2024 Forbes article described how emotionally avoidant leaders — despite good intentions — often undermine the very culture they’re trying to protect. Accountability erodes, decisions slow down, and high performers become disengaged. We’ve seen this play out in executive search mandates across the sector. On paper, a candidate may appear ideal: emotionally intelligent, highly personable, well-liked. But dig deeper, and a pattern emerges — reluctance to address performance issues, vague language around past team challenges, and a track record of avoiding direct confrontation. That’s not emotional intelligence. That’s fear, dressed as empathy. Emotional Intelligence Is a Must — But It’s Not the Full Picture More organisations are making emotional intelligence a key leadership trait in hiring — and for good reason. In high-change environments, emotionally intelligent leaders: Build trust across teams quickly Navigate transformation without losing people along the way Stay composed under pressure Handle interpersonal complexity with clarity But some of the most costly mis-hires we see come from leaders who present as highly empathetic, but struggle to lead through tension. Not because they lack EQ — but because they confuse it with keeping everyone comfortable. The difference? The leaders delivering the best outcomes in 2024 and 2025 are doing both: Holding people accountable while building engagement Delivering hard feedback without defensiveness Balancing calm with courage These are the leaders who retain high performers, protect standards, and still earn trust across the business. Hiring Outcomes Are Better When EQ Is Tested in Context The most effective hiring processes we’re seeing in the market today aren’t just asking, “Is this leader emotionally intelligent?” They’re asking: Can this person hold accountability and empathy at the same time? Have they delivered under pressure without letting performance slide? Do they create safe cultures that are also high-performing? The difference in outcomes is clear: More resilient leadership teams Better cultural fit Fewer surprises post-placement What to Look for in Executive Interviews Hiring emotionally intelligent leaders isn’t just about what they say — it’s about how they’ve acted in real moments of challenge. The most effective hiring panels are getting beyond rehearsed narratives by asking sharper questions: To probe real emotional intelligence: “Tell me about a time you had to lead a team through a change that wasn’t popular.” “How do you approach a conversation when someone on your team is underperforming?” “Describe a time you disagreed with your CEO or board. What did you do?” Watch for signals: Are they clear and specific, or vague and diplomatic? Do they show respect and resolve? Do they accept responsibility, or redirect it elsewhere? In reference checks, ask: “How did they manage pressure or uncertainty?” “Were they able to deliver difficult feedback directly?” “Did they avoid difficult decisions in the name of team cohesion?” When emotional intelligence is genuine, it shows up in results — not just relationships. Why This Matters Now Organisations in the consumer goods and food manufacturing sectors are undergoing constant disruption — from digitisation to regulatory shifts to cost pressures. In this environment, leadership soft skills aren’t optional. But it’s not enough to hire likeable leaders. The ones delivering real impact are those who bring empathy and edge. They’re able to sit with discomfort, hold the mirror up, and still bring people with them. That’s what true emotional intelligence looks like in 2025. So when you’re hiring your next senior leader, don’t just ask if they care. Ask if they can care and confront — with courage, with clarity, and with conviction. Because your culture doesn’t need more harmony. It needs more truth.
By John Elliott March 18, 2025
AI is Changing Business—So Must Its Leaders
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