Hiring Trends for Leaders in Africa: What’s Shaping Executive Search in 2025

Transitioning from an executive role to a Non-Executive Director position marks a significant career shift. By approaching this transformation with thorough preparation, clear objectives, and a positive mindset, you can establish yourself as a respected influencer in boardroom discussions. Your role as a NED extends beyond managing current affairs; it involves actively shaping the organisation's future direction. Here's my guide to making a successful transition! A perspective from the executive search seat Over the years, as a Partner in executive search, I’ve had countless conversations with accomplished executives looking to pivot into non-executive director (NED) roles. While their leadership credentials are often unquestionable, what’s less understood is the mindset, positioning, and preparation required to succeed in the boardroom. I’ve seen what works—and what doesn’t. Here’s what I share with leaders serious about making this transition with clarity and purpose: 1. Understand the Role—and the Commitment One of the first misconceptions I address with executives is that board roles are “less demanding.” In reality, a single NED appointment can demand 200+ hours a year, especially if the business is in transformation or facing challenges. It’s not about jumping in to fix things—it’s about overseeing, questioning, and supporting. If you’re not prepared to relinquish operational control and embrace stewardship, the timing may not be right. 2. Shift Your Mindset to Governance The best board members I’ve worked with understand the difference between leadership and governance. They’ve made the conscious shift from “doing” to “challenging, guiding, and safeguarding.” Boards expect directors to think in terms of risk, culture, ethics, long-term value creation, and CEO performance, not quarterly KPIs. Those who succeed are fluent in the language of governance and bring strategic judgment to the table. 3. Identify and Communicate Your Value In search, I’ve worked with many boards who are clear on their needs—cybersecurity, ESG, regulatory insight, digitisation, stakeholder engagement, or entry into new markets. The NEDs who stand out are those who can articulate exactly what they bring to address those blind spots. Vague claims of leadership or commerciality won’t cut through. This is about pinpointing your boardroom value-add—and backing it with evidence. 4. Leverage Your Network and Reputation Most NED opportunities don’t come through job boards—they come through trusted recommendations and relationships. I advise all aspiring NEDs to be intentional: speak to your network, share your interest, and clarify what kind of board you're looking to join. Many of the most successful placements I’ve brokered have started with a simple but purposeful conversation. 5. Prioritise Cultural Fit Boards don’t just assess skills—they assess chemistry. When supporting board appointments, I look beyond credentials to how a candidate listens, challenges constructively, and works within a team dynamic. Cultural fit is often the deciding factor. The best candidates demonstrate humility, emotional intelligence, and the ability to influence without dominating. 6. Target the Right Board Opportunities Not all boards are equal. I encourage executives to be selective: research the company’s performance, strategic direction, and the makeup of the current board. Some of the most successful transitions I’ve supported happened when the candidate treated the process as a two-way due diligence, seeking alignment on values, time commitment, and expectations. 7. Prepare a Board-Ready CV Many executives come to me with brilliant resumes, but they’re not board-ready. A board CV needs to focus on strategic insight, governance experience, stakeholder impact, and long-term thinking. It’s not about how many teams you led or budgets you managed—it’s about how you think, what you challenge, and what perspective you bring. 8. Raise Your Profile Boards need to know you exist. I often advise potential NEDs to increase their visibility—through thought leadership, speaking at industry forums, or joining advisory boards. A clear, consistent narrative about your board value proposition helps ensure you're top of mind when opportunities arise. 9. Own the Interview Board interviews are different. They’re less about proving competence and more about strategic dialogue. The strongest candidates I’ve placed asked insightful questions, demonstrated awareness of sector risks, and offered a unique lens on future challenges. They treated the conversation as a peer-level exchange, not a job interview.

They are conversations that can reshape careers, companies, and industries. Yet one crucial piece of the process is too often neglected: feedback. In my two decades of working with senior leaders across different sectors, I’ve seen how feedback can make or break not just a candidate’s experience, but also the reputation of the hiring organisation. Feedback Is Not a Formality, It’s a Signal When you take the time to give thoughtful feedback, you’re telling a candidate: we respect you, we valued your insight, and we want you to walk away having gained something from this process. And make no mistake, leaders talk. A candidate who feels dismissed or ignored will share that story. But one who leaves an interview process feeling respected, even if not chosen, becomes an ambassador for your culture. How Much Is Enough? Feedback doesn’t need to be exhaustive, but it does need to be meaningful. Generic phrases like “not the right fit” are lazy, and worse, they leave candidates feeling undervalued. Instead, focus on specifics: Did their vision align with where the board wants to go? Did they demonstrate the depth of operational experience the role demands? Were there gaps in scale, sector, or style that influenced the decision? Email or Call? Here’s the truth: the medium matters. In my opinion for early-stage candidates, a well-written email can be enough. But for senior leaders who’ve invested hours of their time, reducing feedback to a template email simply sends the wrong message. Pick up the phone. A five-minute conversation can preserve a relationship, strengthen your brand, and open doors for future engagement. Why It Matters It sets the tone for how you value people. It differentiates you in a crowded, competitive market. It ensures unsuccessful candidates still advocate for your organisation. It creates long-term goodwill that may pay off in ways you can’t predict today. My Takeaway Feedback is not just a courtesy. It’s a leadership behaviour in itself. Done well, it leaves candidates feeling respected, even if they don’t get the role. Done badly, or not at all, it can undo months of careful brand-building. Leadership hiring after all isn’t just about filling a role — it’s about shaping the future of your business. If we expect leaders to give feedback with courage and clarity inside their organisations, then surely we should model that behaviour in the way we hire them. I work with organisations across Africa who understand that every leadership hire is a defining moment. If you are ready to redefine how you engage leadership talent, let’s talk. I advise organisations on building respectful, strategic candidate experiences that strengthen their reputation in the market. If that’s your approach, I’d be happy to share insights that can help. Let’s talk about how I can help you access the leadership talent that will shape your company’s next chapter.