Adaptability: An Essential Skill to Thrive in Leadership Roles

Q: How did High Flow establish its presence in Mexico, and what industries do you primarily serve in Latin America?

A: We serve clients primarily in Argentina, Mexico, Chile, Peru, Brazil, and Uruguay. We work mainly with technology companies that seek talent across multiple countries. We began working in Mexico thanks to collaborations with Kavak, Nowports, Stori and other technology companies, which had to look for foreign talent after exhausting their options in Mexico.

Q: How does your self-placement program differ from traditional outplacement, and what key benefits does it offer to professionals navigating career transitions?

A: Our business has two main verticals: executive search and a new service called self-placement. This latter service is based on a model used by consultancies in the European Union.

Traditional outplacement is outdated. It typically focuses on the emotional impact of job loss after someone has worked in the same company for decades. However, while emotional support is important, these programs lacked the tools to help individuals re-enter the job market. We focus on enhancing employability through practical, actionable steps to help individuals build a more competitive profile. Our self-placement program teaches individuals how to improve their overall employability, preparing them for future transitions. People no longer stay with one company for 35-40 years. On average, a professional works for eight different companies over their career.

We conduct a thorough evaluation to identify soft skills and help individuals define their unique value proposition. We then assist them in making a market fit analysis to determine which industries and positions align with their skills. The program also includes interview coaching and role-play with experienced HR directors and general managers to practice real-world scenarios. Finally, we focus on market access, connecting candidates with potential employers. This process helps candidates understand how to present themselves in the market and increase their chances of finding new opportunities.

Q: Why do many companies in Mexico hire foreign talent for leadership positions and how can this trend be changed?

A: Some clients struggle to find people with the right soft skills locally. Mexico has a high rate of foreign hires, and some of our clients have up to 40% of leadership positions manned by foreigners. To address this, we have a program that helps local talent develop the soft skills that companies are seeking. Our goal is to show that regardless of nationality, individuals possess the skills needed for the job, and we aim to demonstrate this to employers.

Foreign talent is often idealized. It is easier to default to hiring a foreigner simply because it worked in the past, rather than questioning what made that foreign candidate successful. Foreign candidates often bring a proactive approach and introduce new ideas, business models, or initiatives. But this does not mean local talent cannot offer the same. We urge clients to dig deeper and reconsider their assumptions, showing them that local talent may possess the same qualities as foreign candidates.

For this trend to change on a larger scale, there needs to be institutional support from universities and the government. Professionals need to be equipped with new skills, and there must be a shift in social acceptance. In other markets, the priority is on performance, not nationality. This mindset is not as prevalent in Mexico, and it is a social issue that requires collective action.

Q: How has the evolving job market changed the skills and mindset required for professional success today?

A: The pandemic presented one of the toughest challenges for companies, forcing them to rethink their approach. The key takeaway is that companies must prepare their leaders and workforce to "learn how to learn." Skills that are in demand today may become obsolete in two to five years, making continuous development essential. The old mindset of getting a degree and assuming you are set for a 40-year career is outdated.

Employability must be continuously nurtured in the modern job market. Professionals need to adapt quickly to new rules, embrace failure as a learning opportunity, and avoid the fear of making mistakes. In many places, errors are often penalized, which discourages individuals from taking risks. However, leaders should focus on making quick, inexpensive mistakes, learning from them, and moving forward. This approach fosters proactivity and encourages individuals to act with confidence. Key soft skills in demand include adaptability to change, problem-solving capabilities, and effective communication, all of which are crucial for future success in leadership roles.

Q: What skills are companies prioritizing to ensure alignment between talent and organizational culture?

A: During the early phase of the pandemic, most people worked remotely and some struggled to work independently. Despite the shift to virtual meetings, many found it challenging to operate without the social and organizational structures in place. The key was the ability to communicate effectively and connect across different areas. Those who thrived were the ones who excelled in communication, not just technical skills. This was particularly true in tech roles, such as developers, who often struggled to collaborate with product owners to align on application design and functionality.

Companies like Mercado Libre, Stori , and other disruptive organizations often prefer to hire candidates from companies like Google, Meta, or Amazon. This is not about technical skills but cultural fit. Those who come from agile, innovative environments are more accustomed to shifts and can react with flexibility. Companies want people who thrive in environments where change is constant and unpredictable. Here, the concept of "unlearning" comes into play.

Q: How has the market’s approach to employee development changed in recent years?

A: The old-school approach was that companies were responsible for training and preparing employees. However, employability now largely depends on the individual, as employees cannot remain stagnant in the job market and must take proactive steps to continue advancing their careers. After the pandemic, the virtual learning world has opened up numerous opportunities to access courses from anywhere, making education more accessible than ever. While traditional universities are valuable, there are also countless resources available through online tutorials, podcasts, YouTube, and LinkedIn Learning.

Individuals should take charge of their own employability, understanding the current and future demands of the market while actively fostering their professional network. Many people have networks but do not engage with them actively. For example, professionals often realize too late that they need to be more active on LinkedIn when they lose their job or are job-hunting. To be effective, one should post regularly, share insights, and engage with others in the industry. The more one engages, the more visible one becomes in their network.

Q: What are the main changes you have identified in the job market regarding employee benefits?

A: In Mexico, we are seeing a shift from 100% flexibility back to rigid, pre-pandemic work structures, which is a mistake. More advanced countries are finding a middle ground, acknowledging that it is not possible to return to the pre-pandemic work methods but it is also impossible to remain fully flexible. The key is to learn from what worked during the pandemic and apply it to improve performance.

Initiatives like NOM 035 are encouraging companies to be more proactive in understanding employee needs and focusing on their well-being. While profitability remains a priority, ensuring employees' well-being can improve efficiency and productivity. The challenge is personalizing employee benefits. Rather than offering generic perks, companies should assess what their employees truly value.

Q: What opportunities has High Flow identified in Mexico and what will be the company’s priorities for 2025?

A: Compared to other markets, Mexico is like a well-steered ship that maintains its course despite changes in government. Unlike many Latin American countries, where changes in leadership can lead to drastic shifts, Mexico remains stable. While business leaders may voice concerns, they are often unaware of how drastic changes can be in other countries. There are still many untapped opportunities for growth, especially in sectors like fintech. Venture capital and investment funds from abroad want to invest in Mexico because the country has great potential as access to credit, loans, and banking services remains limited. For example, a Russian fintech company recently established itself in Mexico, recognizing the country as a key entry point to Latin America. In the region, Mexico stands out as the primary market after Brazil.

Mexico's e-commerce market also has immense potential for growth. Globally, e-commerce represents a significant portion of business in markets like China, where it accounts for 30%. In Mexico, however, traditional companies still rely heavily on physical retail, with digital sales making up only 5%. To grow, Mexico needs greater internet access and more widespread credit to allow people to shop online without the need for cash. These structural changes will take time, but they present considerable opportunities.

High Flow provides executive search services for multinational companies and startups in Latin America and Spain.