Essenta

Michelle DesChenes was delighted to host over 270 business leaders at DisruptHR Boston, an exciting and informative evening designed to empower and inspire professionals in the HR field.    Topics ranged from managing grief within the workplace to recognizing the opportunity to promote kindness in our leadership teams.   We cannot wait for the next DisruptHR Boston event!

Who are the most original leaders you know? Chances are, one of their top values is Individualism. This value is the motivator to realize a unique vision. These leaders quite literally stand out from the crowd. Many founders have high Individualism, which drives them to pursue a game-changing vision others can’t see. Here are the key strengths and derailers of high Individualism and the top 2 things you can do to motivate leaders who are driven by this value. 💪 Strengths: 1. Innovator. Leaders with high Individualism are inherently interested in breaking from the status quo and doing things differently. When faced with a proven approach or method, they will often go out of their way to find a better way of doing it. These leaders are wired to forge new paths. 2. Uniqueness. Individualism is about being special. It never ceases to amaze me how the higher the Individualism, the more unique the leader actually is. When you meet them, you’ll know it - they look, sound and feel different from everybody else, and they know their value. 3. Independence. Leaders with high Individualism march to the beat of their own drum. They thrive on autonomy and naturally gravitate towards doing things their way. It’s one of the reasons many entrepreneurs have a strong Individualism value - they crave the freedom. ❗Derailers 1. My way or the highway. Leaders with high Individualism value what they feel they can uniquely see and envision. That means other points of view can fall by the wayside as these leaders pursue their strong ideas. The more mature and self-aware this type of leader is, the better they're able to harness their vision in service of the organisation and remember to have an enterprise mindset. 2. Impatience. Because they are so motivated to pioneer new ways of doing things, leaders with high Individualism can easily become frustrated with others who are more traditional or skeptical of change. They often need to be reminded to slow down and manage their energy - transformation doesn’t happen overnight. 📈 Motivators: 1. Feeling valued. These leaders know they are unique, so when you recognise their special talents it is very fulfilling for them. Avoid empty compliments - be specific and reinforce exactly how what they bring to the table is seen and appreciated. 2. Remit to drive real change. One of the fastest way to lose trust with these leaders is a mandate to “be disruptive” that is not genuine. Give them a wide remit to go beyond business as usual and lead transformation. Back them to persevere through the inevitable roadblocks and get ready to be wowed by just how much they can move the needle. Celebrating a handful of brilliant leaders who hold this value: Christian Vollerslev, COO of Orchestra; Jesse Derris, President of Orchestra; Julie Bellani, CHRO of NEP Group; David Rey, Chief Strategy Officer of NEP Group; Kim Garcia, EdD, SHRM-SCP, SPHR, CHRO of Quanex; and Nanda Veldink, queen of the International practice at Essenta.

What truly motivates a leader? Companies spend a huge amount of time and energy trying to figure this out when hiring for C-Suite roles. Unfortunately, the most seasoned executives know how to “interview well”. They say what they know you want to hear. 9 times out of 10, when that leader doesn’t work out six months later, it’s down to a fundamental misalignment of values. The CFO that presented as collaborative but turned out to be a control freak. The CEO who seemed like a natural to lead the turnaround, but struggled to make the tough calls. Uncovering a leader’s true motivators is one of the #1 keys to success in hiring an executive who will be the right fit for the reality of the role. For the leader, it’s essential self-awareness if you want to build the career that will truly motivate you. At Essenta, our Discovery Process leadership assessment identifies which of seven values are a leader’s top 3-4. We have assessed over 300 leaders this year and are seeing some very clear trends on what you can expect from a leader based on their values profile. Over the next few weeks I’ll be posting about the strengths, derailers and how to motivate leaders who have each of these values: 1. 👑 Individualism: The drive to be unique and do things differently. Innovative leaders who need to feel valued and have a real remit for change. The most special leaders you know - and the most likely to get frustrated when others question or block their vision. 2. 🎮 Political: The drive to be in control and shape the agenda. Results-oriented leaders who need to take ownership and make the decisions that count. Natural at taking charge, they can become control freaks under pressure or when they feel sidelined. 3. 🌍 Economic: The drive to be successful and build a legacy. Ambitious leaders who need to see a return on their investment and progress in their career. Commercially minded, they can become distracted by what others think of them and optimise for the wrong things. 4. 🏠 Traditional: The drive to have conviction and a system for living your life. Principled leaders who need to draw on what they know to be right. Consistent and steady, they can become very stubborn when their beliefs are confronted. 5.💡Theoretical: The drive to build knowledge and understanding. Expert leaders who need to understand the world around them. Curious at heart, they can get lost in the weeds and find it hard to think on their feet. 6. 📏 Aesthetic: The drive to improve things and find form, balance and harmony. Structured leaders who need to bring order to the chaos around them. Borderline perfectionists, their frustrations will take center stage when things just don't make sense to them. 7. ❤️ Altruistic: The drive to see the good in people and be of service to others. Humanistic leaders who need to give back and feel deep loyalty in their relationships. Genuine and generous, they struggle to hold others accountable and set boundaries. Which values are in your top 3?

We are delighted to welcome 2 new joiners in to Essenta Michelle DesChenes as Partner, North America and Lily S. as Associate, International. #executivesearch #executiveinterim #leadershipadvisory #essentadiscoveryprocess

Six months ago, I joined Essenta to launch our Executive Interim Management practice – a strategic extension of our existing Executive Search and Advisory services. Our aim is simple: bring rigour, pace, and excellence to organisations facing critical moments of change. It’s been a hugely rewarding start. We’ve been fortunate to support clients across the UK, Europe, and the US – from private equity investors to global corporates – placing seasoned Interim Executives where immediate leadership impact is required. The momentum has exceeded expectations, and we have accelerated our growth plans in response. We continue to see demand for experienced Interim Leaders across core functions: - CFOs to lead finance transformations, fundraising, M&A activity, and pre-exit preparation. - Transformation and Programme Leaders to deliver enterprise-wide change across operations, technology, and digital. - Operational and Technology specialists to drive cost optimisation, scalability, integration, and innovation agendas. - While we’re not yet seeing volume in CEO-level Interim appointments, we believe this will come – particularly as businesses continue to navigate inflection points where leadership stability and strategic clarity are critical. Market dynamics are shaping the Interim landscape: In the UK, demand is resilient. Clients are seeking not just continuity, but transformation – and Interim Leaders are increasingly being judged on the outcomes they deliver, not just the gaps they fill. Across Europe, particularly in Germany, the Netherlands, and the Nordics, we’re seeing greater maturity and sophistication in the use of Interim talent, especially in cross-border and integration contexts. In the US, fractional and project-based executive leadership is gaining traction, particularly in high-growth, turnaround, and carve-out scenarios. Private Equity remains a driver. While cautious in capital deployment, many funds are leaning into Interim solutions to unlock value across the portfolio – whether through operational turnaround, function build-out, or pre-exit readiness. The emphasis is on commercial impact, speed of execution, and cultural alignment with investor-backed businesses. One of the most compelling observations over the past six months has been the way in which Executive Interim, Search, and Advisory services can complement one another when delivered in an integrated way. It gives clients access to immediate leadership capability with the longer-term strategic insight needed to navigate complex challenges. To our clients, candidates, and colleagues – thank you. It’s been a fantastic start. I look forward to building on this momentum as we continue to grow a best-in-class professional services offering. #ExecutiveInterim #LeadershipOnDemand #TransformationLeadership #PrivateEquity #ExecutiveSearch #AdvisoryServices #Transformation #OperationalExcellence #ChangeLeadership #ProfessionalServices

𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐧 𝐀𝐬𝐢𝐚: 𝐅𝐫𝐨𝐦 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐭𝐨 𝐕𝐢𝐬𝐢𝐨𝐧 I was last in Shanghai in May and I’ll be back in Asia again in the coming weeks. Every time I’m there, I’m reminded how much the leadership landscape in China and Asia has evolved. Having worked across the region through the luxury boom, the pandemic, and now this new chapter of transformation, I’ve seen how dramatically senior talent needs have shifted. Over the past decade, global brands like L’Oréal, LVMH and Estée Lauder invested heavily to capture Asia’s rise in consumption power, especially in Greater China. Global HQs provided strategic direction, while local senior leaders executed brilliantly, bringing those visions to life in the market. But today, the dynamic is changing. Asian consumers have become some of the most sophisticated in the world. The region ,especially China is no longer just the “growth engine”; it’s becoming a strategic counterpart to global, and truly visionary. This means the next generation of leadership in Asia will be not only operationally strong, but pioneering, driving innovation, culture, and strategy from the region outward. At Essenta, we feel privileged to be part of this journey, helping build leadership teams that are truly future ready. I’m looking forward to reconnecting with familiar faces and meeting new ones while I’m back, always inspired by the conversations and connections that shape the next chapter of leadership.

Excited to share an update on Essenta’s Interim Practice. In just 5 months since its inception, we've seen remarkable success. I'm thrilled to announce the appointment of Amin M., an exceptional leader in our industry. His addition marks a significant milestone in our Interim offering's growth journey. Looking forward to the future and the great things we'll achieve together at Essenta. For more information, reach out to laurence@essentapartners.com and amin@essentapartners.com.

We are delighted to welcome Thomas Green, to build and lead our global technology practice!