Claudio Fernández-Aráoz, based in Buenos Aires, is a senior adviser of the firm and was a member of its global executive committee for more than ten years. He founded the firm’s management appraisal practice and served as global leader of its professional development, people processes, and intellectual capital development. He is a top global expert on talent and leadership and has been repeatedly ranked by BusinessWeek as one of the most influential executive search consultants in the world.
Claudio is a frequent keynote speaker at business gatherings in the Americas, Europe, and Asia, as well as at leading management schools. His personal advice has been sought by the CEOs of major global companies, as well as by many progressive governments. He is the author of It's Not the How or the What but the Who (Harvard Business Review Press, 2014), Great People Decisions (Wiley, 2007), and has published several bestselling articles on the topic of People Decisions. These include the Harvard Business Review articles “Hiring Without Firing,” “The Definitive Guide to Recruiting in Good Times and Bad,” “How to Hang On to Your High Potentials,” and the June 2014 cover article “21st Century Talent Spotting”. Before joining Egon Zehnder in 1986, he worked at McKinsey & Company in Europe.
Claudio earned a Masters in Science in Industrial Engineering from the Argentine Catholic University (Gold Medal) and an MBA from Stanford University, where he graduated with honors as an Arjay Miller Scholar.
After you’ve been fired, getting back into the job market can be difficult. Egon Zehnder Senior Advisor Claudio Fernández-Aráoz offered his expertise on how best to approach this situation in Harvard Business Review.
For the Harvard Business Review IdeaCast, Egon Zehnder Senior Advisor Claudio Fernández-Aráoz sat down with Senior Editor Sarah Green Carmichael to discuss how more companies can make good decisions by developing and hiring insiders. According to Fernández-Aráoz, there is emerging research that shows that organizations, particularly at the very high levels, are hiring from the outside excessively, perhaps five times two often.
Corporate leadership development programs aren’t working. Less than a quarter of executives at the organizations that have them think they’re effective. Evaluations of managers at thousands of corporations suggest that 72% have what it takes to grow into C-suite roles. How can we bridge the gap between this raw talent and executive success?
Family-run businesses are often highly successful initially, but flounder after two or three generations. How can they improve their sustainability? In a video interview with the Harvard Business Review, Claudio Fernández-Aráoz senior adviser to Egon Zehnder, reports on the key findings of the firm’s recent survey of leading, longstanding family firms. The
Why do we travel? In the age of teleconferences, Facebook, and Skype, can’t executives cut out travel altogether, asks Egon Zehnder senior adviser Claudio Fernández-Aráoz in a blog for the Harvard Business Review? His answer is a clear “No”.
Recruiting top talent may give companies a competitive edge, but how can firms fine-tune their people decisions? In an interview with the South Korean business daily Maeil News, Egon Zehnder senior adviser Claudio Fernández-Aráoz identifies common recruitment pitfalls and key trends in talent management today.
Seeking, promoting and writing about great leaders have been the focus of Claudio Fernández-Aráoz’s career for almost 30 years. The senior adviser to Egon Zehnder International Egon Zehnder and bestselling author has devoted his professional life to helping organisations choose senior executives who inspire others.
With technological advances increasingly making human labor redundant, how can today’s leaders drive job growth? One highly effective strategy is to invest in leadership excellence, writes Egon Zehnder Senior Adviser Claudio Fernández-Aráoz in the Harvard Business Review.
How can companies help their A-team shine together instead of as individuals? In an article for Harvard Business Review, Claudio Fernández-Aráoz, senior adviser to Egon Zehnder, writes that a Team Effectiveness Review or TER is key.
As candidates start to emerge for the 2016 US presidential election, Claudio Fernández-Aráoz, a Senior Adviser to Egon Zehnder is worried. How will voters value certain leadership qualities – like experience – over traits like motivation, competence, and potential when they go to the voting booth, he asks in Harvard Business Review blog entry?
The economic costs of getting C-suite decisions wrong can be huge, writes Claudio Fernández-Aráoz, senior adviser to Egon Zehnder International, in the Harvard Business Review. A recent PwC study pegs the costs for companies at well over 100 billion US dollars.
Emotional Intelligence (EI), a concept first outlined by Daniel Goleman, is now widely acknowledged as the key differentiator between outstanding leaders and average ones. But how do companies measure EI in their executive talent pool, asks Claudio Fernández-Aráoz, a senior adviser at Egon Zehnder, in an article for the Harvard Business Review?
Claudio Fernández-Aráoz was among the authors honored in the inaugural Warren Bennis Prize, awarded by Harvard Business Review and the USC Marshall School of Business to recognize the best articles on leadership each year in HBR.
Family businesses account for over 50 percent of large corporations in the Asia-Pacific region and many will soon be facing leadership successions for the first time. Managing these transitions effectively constitutes a major challenge, write Sonny Iqbal and Jörg Ritter, co-leaders of Egon Zehnder’s global family-business advisory, and Claudio Fernández-Aráoz, a senior adviser at Egon Zehnder, in a blog entry for the Harvard Business Review.
Claudio Fernández-Aráoz, senior advisor at Egon Zehnder, joins BNN's "The Business News" (02/25/2015) in Toronto for a live interview to discuss Egon Zehnder's potential model for evaluating executive leadership and his book "It's Not the How or the What but the Who — Succeed by Surrounding Yourself with the Best."
In his contribution to the recent debate between academic heavyweights Wharton Professor Adam Grant and bestelling author Daniel Goleman, Claudio Fernández-Aráoz stresses the importance of EI-based competencies for success in leadership roles.
Why do leaders typically pursue silo-based career paths, asks Cynthia D. McCauley in her review of Claudio Fernández-Aráoz's latest book It’s Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best?
Introducing his new book “It’s Not the How or the What but the Who – Succeed by Surrounding Yourself with the Best” at MSNBC Morning Joe (07/01/2014), Claudio Fernández-Aráoz, senior advisor at Egon Zehnder, explains the importance of focusing on potential rather than just competencies when making hiring or promotion decisions.
In the cover article of the June 2014 Harvard Business Review, Claudio Fernández-Aráoz argues that potential—even more than skill and experience—must be the deciding factor as companies recruit and promote executives in a fast-changing, talent-scarce world.
As companies recruit and promote executives in a fast-changing, talent-scarce world, the deciding factor should be potential—even more than skill and experience.
This is the radical proposition at the heart of an article in the latest Harvard Business Review by Claudio Fernández-Aráoz, Senior Adviser at Egon Zehnder.
In most developed economies around the world, public sector intervention is becoming more widespread. This not only includes new and stricter regulations, but even the state actively going back into business, as illustrated on the cover of an issue of The Economist, “Leviathan Inc.” The big problem is that unless people decisions in the public sector are drastically reviewed, economic and social progress will be seriously at risk.
In a recent study, Egon Zehnder and Family Business Network International interviewed executives at 50 of the world’s top family firms - mostly in the third or fourth generation - to discover how they unlock great leadership.
When electing the next pope, Claudio Fernández-Aráoz, a Senior Adviser at Egon Zehnder, advises the Catholic Church’s cardinals to look for four key leadership assets: curiosity, insight, engagement, and determination.