MAVERICK IS IN DEMAND AGAIN
January 2025
36 years after Top Gun, Maverick (Tom Cruise) is brought back to prepare and ultimately lead an almost impossible mission as a player-coach. Despite being 60 years old, Maverick impresses with his energy level, unlimited willingness to perform, decisiveness, and life experience. The mission is flown with “outdated” fighter jets because the new technology is not suitable for this particular mission at low altitudes. Ultimately, the world-threatening uranium enrichment facility is destroyed because the pilots of Generations X and Z worked together in unbeatable teamwork to accomplish the mission. Discussions about a 35-hour workweek, home office, extra bonuses, or quotas? None. Everyone trains to exhaustion. The best fly the mission, including an excellent female pilot.
It is worth watching Top Gun: Maverick, which was released in cinemas in 2022, again on Netflix. Besides the exciting plot and breathtaking images, the analogy to the current economic world is fascinating. Many companies are facing existential challenges. Some boards of directors realize that after more than 10 years of economic tailwind, they have teams at the top who cannot handle crises. In predominantly covert searches, individual management members are being replaced. The previously noticeable “glass ceiling” of 55 years has suddenly risen. Leaders with experience in crisis management are being sought. The willingness to experiment has significantly decreased, and the discussions about quotas have largely fallen silent. Now, the best are needed. Mavericks are needed who can clearly analyse the situation, set effective measures, and rally the leadership team. This requires making drastic decisions – whether it be staff reductions, budget cuts, or the closure of unprofitable business areas. Given the shortage of skilled workers, these decisions are much more complex than in previous years because staff cannot be easily rebuilt in the next upswing. Artificial intelligence cannot make these decisions. The traditional craft of situation analysis, development of action options, decision-making, action planning, and consistent implementation is needed again. It is important to involve employees, communicate regularly, and gain their trust. The tools of military leadership training are also well-suited for corporate crisis management.
Maverick also shows us another aspect: demanding missions can only succeed if approached with respect and humility. Younger management members or leaders must recognize that they can learn a lot from the crisis-tested, older colleague. Leaders of Generation X must also recognize that they cannot present the colleagues of Generations Y and Z with faits accomplis. Decisions should be made as much as possible within the team. This not only improves the quality of decisions but also ensures the “buy-in” of all team members, which is crucial for successful implementation. However, there are also decisions that cannot be made democratically, which the team also accepts. Thus, Maverick determined the composition of the core team for the mission top-down.
The recruitment of CEOs and management members of Generation X can result in younger leaders, who were hoping for a promotion, becoming demotivated. Career discussions are important here, in which the significance for the company, personal development, and concrete succession planning are addressed.
For job-seeking leaders, the current situation is also challenging. Although there is a lot going on in the market – due to the predominantly covert searches, the job market is opaque. Nevertheless, Generation X or leaders with a proven track record in crisis management are in demand again – the energy level is decisive, not the birth certificate. We recommend highlighting previous turnaround and transformation experience. Internationality, intercultural affinity, strategic thinking, and leadership expertise are also in demand. It is also important to maintain close contact with relevant executive search companies.
In the current crisis, leaders of Generation X are in demand again. This is an opportunity for all involved.
As the largest owner-managed executive search boutique in Switzerland, we support companies in building strong leadership teams. This also includes strengthening them with crisis management skills. We are also looking for the Mavericks who will lead the next mission to success.
Here are some current examples from our practice:
- Placement of a 59-year-old, turnaround-tested managing director of a medium-sized mechanical engineering company that needs to be led through the crisis. Additionally, a young COO is to be built up as a strong number 2 and prepared for the role of managing director.
- Building a new management team for a private equity-backed technology company. A four-member committee with the following competencies is being assembled: CEO with turnaround competence; CSO with competence in implementing a growth strategy; COO with efficiency improvement and international supply chain competence; CFO with strong competence in reducing net working capital and cash management. For private equity companies, age has never played a decisive role – the high energy level until at least the planned exit is important.
- Placement of a 60-year-old CEO for the fundamental transformation of a leading international service company.
- Placement of a 58-year-old CEO of a leading, privately held company to prepare and implement a strategic cooperation. This includes coaching the entire management team.
- Supplementing the board of directors of a listed company with a crisis-tested turnaround manager shortly before her regular retirement with the additional task of leading a task force for the turnaround.
Despite the various armed conflicts, political turbulence, and industry crises, we look to the future positively. Our clients are taking the helm and actively acting on both strategic and operational levels. Not only Mavericks are being sought. Various search mandates for CSO and CTO positions show that new markets are to be developed, and products further refined with a future-oriented approach. For 2025, we wish the boards of directors and management teams much success in this turbulent time. “Mission completed” – with or without Maverick.