The Missing Piece: Why Adaptability is Often Overlooked in the Executive Hiring Process
Debbie Morrison • May 3, 2023

In today's fast-paced and ever-changing business world, adaptability is a crucial skill for executives. Being able to adapt quickly to changing circumstances can mean the difference between success and failure. But despite its importance, adaptability is often overlooked in the executive hiring process. In this article, we look at why adaptability is so vital for modern executives and how you can ensure you don’t overlook this critical skill during the hiring process.


Why is Adaptability a Vital Skill for the Modern Executive?

The business landscape is constantly changing, and executives must be able to keep up. From technological advancements to changes in consumer behaviour, companies are facing unprecedented levels of disruption. This means that executives must be able to pivot quickly and adapt to new circumstances if they want to stay ahead of the curve.


Adaptability is also critical for innovation. When executives are able to adapt to changing circumstances, they can identify new opportunities for growth and innovation. This can lead to new products, new markets, and new revenue streams. A 2020
Harvard Business School survey showed that 71% of 1,500 executives from more than 90 countries said adaptability was the most important quality they looked for in a leader.


Another reason why adaptability is essential is that it can help companies weather the storm during times of crisis. Whether it's a global pandemic or a natural disaster, companies that can adapt quickly are more likely to survive. In the food and beverage industry, for example, companies that were able to quickly pivot to online sales during the pandemic were able to weather the storm and come out on top. According to a report by
NielsenIQ, The total online food and beverage landscape in 2020 saw $106 billion in dollar sales, a 125% increase in growth from the prior year.


Why is Adaptability Often Overlooked in the Executive Hiring Process?

Despite the importance of adaptability, it's often overlooked in the executive hiring process. One reason for this is that companies tend to focus on more tangible skills like experience and technical expertise. While these skills are undoubtedly important, they are not the only things that matter.


Adaptability is not always easy to measure making it less likely to be given sufficient consideration during the hiring process. Unlike experience or technical expertise, adaptability is a soft skill that's difficult to quantify. This can make it challenging for companies to assess during the hiring process.


Additionally, companies may assume that executives are naturally adaptable and don't need to be explicitly tested for this skill. However, this assumption can be dangerous. Even experienced executives can struggle to adapt to new circumstances if they're not used to doing so. This can lead to missed opportunities and missed chances for growth.


How to Hire for Adaptability

So, how can companies ensure that they're hiring executives with the adaptability skills they need?

Here are a few tips:

1. Look for Evidence of Adaptability in Past Roles

One way to assess adaptability is to look for evidence of it in past roles. For example, has the candidate worked in an industry that's undergoing significant change? Have they been involved in a major company pivot? Have they been able to successfully lead teams through times of crisis? These are all indicators that the candidate may have the adaptability skills you're looking for.



2. Ask Behavioral Interview Questions

Another way to assess adaptability is to ask behavioural interview questions. For example, you could ask the candidate to describe a time when they had to adapt to a significant change in their work environment. You could also ask them to describe a time when they had to pivot their company's strategy to meet changing market conditions. By asking these types of questions, you can get a better sense of the candidate's ability to adapt.



3. Use Assessments

Assessments can also be a useful tool for assessing adaptability. For example, there are assessments that measure a candidate's ability to handle ambiguity and uncertainty. These assessments can help you get a better sense of how the candidate will respond to unexpected situations.


4. Look for Diversity

Looking for diversity can also help ensure that you're hiring for adaptability. When you have a diverse team, you're more likely to have people with different perspectives and experiences. This can help your team adapt more quickly to changing circumstances because they're more likely to think outside the box and come up with innovative solutions.

For example, the food and beverage industry has seen a surge in demand for plant-based products in recent years. Companies that have diverse teams may be better equipped to respond to this trend because they have team members who may have experience in alternative protein sources or who have a personal interest in plant-based diets.



5. Provide Opportunities for Learning and Development

Finally, it's important to provide opportunities for learning and development. Even the most adaptable executives can benefit from ongoing training and development. This can include attending conferences, taking online courses, or participating in mentorship programs. By investing in your executive's development, you can help them build the skills they need to adapt to changing circumstances.


Adaptability is a vital skill for modern executives. It's important for innovation, weathering times of crisis, and staying ahead of the competition. However, it's often overlooked in the executive hiring process. To ensure that you're hiring for adaptability, look for evidence of adaptability in past roles, ask behavioural interview questions, use assessments, look for diversity, and provide opportunities for learning and development. By doing so, you can build a team of executives who are ready to face any challenge that comes their way.



At ELR Executive we have over 20 years of experience helping FMCG and Food and Beverage organisations identify and attract the right talent to help achieve better business outcomes. If you'd like to learn more about how we can help you hire for adaptability, speak to us today.

By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.