Desirable traits: tips on enhancing your resume for executive roles

Making the shortlist for executive-level roles can be difficult, so it’s imperative to perfect your application. Charlotte Hasler, Recruitment Manager at Reed, outlines some top tips for creating a stand-out resume.

5 mins read
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2 months ago

Taking time to perfect your resume is a crucial step toward landing the executive job you desire. When considering the job application, you want to focus on how your leadership skills, industry experience, and professional achievements qualify you for a leadership role. This begins when you submit your resume.

It's important to remember that hiring managers sift through hundreds of resumes, so if you're applying for a c-suite position such as chief executive (CEO), chief financial officer (CFO), chief operating officer (COO) or similar, highlighting your relevant skills and experience is critical.

Charlotte Hasler, Recruitment Manager at Reed, looks at some of the ways you can build a desirable resume to help land those executive roles.

Q: What are employers looking for on a resume?

A: Decision makers in search of their next executive-level hire are looking for that all-important impact. They’re looking to hire someone who’s going to add value, drive business growth, reduce costs, streamline operations, increase productivity in staff performance, and deliver key results. 

The most effective way to promote this is by referring to achievements throughout your resume – be specific including quantifiable information. It’s worth adding a summary section to each of the most relevant jobs to reinforce your impact.

Q: What do achievements emphasize?

A: It’s clear that executives are expected to deliver results and add value to the organization, which means you need to go beyond merely stating your job responsibilities on your resume and showcase your accomplishments. 

Clearly state what it is you’ve achieved, with clear emphasis on how it impacted the company, added value to your portfolio and helped you develop into a senior member of staff. Evaluate what you’re proud of, what challenges you’ve managed to overcome, how the company has changed/developed because of your actions, and how you’ve performed in line with your targets. 

It's critical to quantify your achievements for maximum impact. Some recruiters often overlook the achievements section, but it’s one of the best ways to give your resume that competitive edge.

Q: What about leadership skills?

A: At an executive level, your primary responsibility is to lead the organization towards sustained growth, while effectively managing people. Because of this, employers looking for c-suite professionals want to know if you have the ability to motivate, inspire, and guide teams to achieve not only their individual goals but also the wider organisation's ambition.

"To make your resume stand out, it's crucial to highlight your key achievements and quantify the impact you've had on previous businesses."

Charlotte Hasler

Recruitment Manager, Reed

Specify how you’ve managed teams, your leadership style, and the results you achieved. As a rule of thumb, include relevant key skills such as strategic planning, team building, communication, and decision-making in your personal summary or when describing previous roles.

Q: Is resume customization important?

A: At the executive level, I highly recommend customizing your resume for each role to highlight your suitability. At this point in your career, you’ll have years of experience, knowledge and skills, but it’s about knowing which areas of your work to highlight.

To present a strong application, you'll need to thoroughly understand the requirements and expectations of the role, so take time to analyze the job description. Don't forget that hiring managers are looking for someone to meet their needs – not the needs of the applicant – so be sure to tailor your application accordingly.

Q: Should relevant industry experience be included?

A:Businesses in the market for a senior executive want to know if a potential applicant has extensive industry experience or can show evidence of transferable skills. 

Industry experience can come in a variety of forms, including work experience, voluntary work, courses, qualifications, and certifications. If you’ve completed any leadership courses from accredited bodies or a reputable business school, shout about them – they can enhance your resume, as can any relevant courses in the desired field. 

Degrees or higher qualifications should always be included, particularly if you have an MBA or equivalent, along with affiliations to chartered institutes or other industry bodies. Any qualifications gained outside of the role will go a long way to proactively show your dedication and commitment to a job or sector, which is something that hiring managers hold in high esteem.

Q: How long should a resume be?

A:Many executive-level professionals struggle to keep their resume to a readable length; we recommend limiting it to two or three pages. While it can be tough to know what to cut down, you can keep a resume concise by:

  • Focusing on achievements and impact at previous roles rather than a detailed description of job responsibilities.

  • For any past experience – usually from 10-15 years ago – the date range, company name and job title will suffice. It's recommended to still include the basic details of your earlier career, as hiring managers are often interested in the career path you’ve taken.

  • Streamlining sections that don’t need to be so wordy. Consider using bullet points to get your message across.

Q: Does wording matter?

A: Absolutely. Careful attention should be paid to the way your resume is written – as the way you articulate yourself will help employers understand more about you. 

Your resume should grab an employer’s attention, emphasising your skills and accomplishments. Also consider your word choices – phrases such as ‘directed company vision’, ‘implemented strategic change’, ‘managed large teams’ and ‘delivered successful results’ will help convey the impact and results of your work, when used with quantifiable data such as team sizes and results delivered.

"When applying for executive roles, your career history and track record play a key part."

Charlotte Hasler

Recruitment Manager, Reed

A well-polished resume will set you apart from other candidates by highlighting your strengths, skills and ability to fulfil the role requirements, while ensuring that you have the best opportunity to secure an interview and, most importantly, the job.

Are you looking for your next executive level role? Submit your resume and work with one of our specialist recruitment consultants today.

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Alex Partridge, Founder of UNILAD and LADbible, on ADHD at work
5 mins read
  1. Featured

Alex Partridge, Founder of UNILAD and LADbible, on ADHD at work

​When Alex was diagnosed with ADHD at 34, it was a moment that put the rest of his life – and career – in context. In our webinar, Alex reflected on that career, the challenges he faced, and how simple accommodations in the workplace can make a massive difference.

“I got diagnosed with ADHD about a year and a half ago at age 34,” Alex said, explaining how the condition impacted his entrepreneurial journey without him fully realising it.

“Looking back now, through the lens of ADHD, I can see why a lot of my early businesses failed.”

He recounted a story from his university days when he impulsively started a late-night pizza delivery service: “A week later, my interest in the idea evaporated and disappeared. That was one of 10 or 15 businesses that I started and subsequently abandoned before landing on the ones that did sustain my interest.”

This impulsivity and rollercoaster of interest are common traits of ADHD. It’s a condition that’s misunderstood by many, and Alex is on a mission to change that perception -especially in the workplace.

The challenges of ADHD in the workplace

One of the key issues Alex emphasised as part of the webinar with Reed was the disconnect between traditional office environments and the way ADHD brains function.

“When you're forced into an office that's not suited to your brain, it can lead to overstimulation and almost a shutdown,” he said.

“I remember working in a marketing agency in a busy office. The noise, the ping pong table, the constant chatter - it completely paralysed my ability to work. Yet, when I asked to work in a quieter space and be judged on my outcomes rather than my processes, my productivity skyrocketed.

“In just six weeks, I grew the company’s social media following from zero to eight million.”

This experience highlights how simple accommodations, such as offering quiet spaces or allowing flexibility in how tasks are completed, can transform an employee’s productivity.

Common misconceptions about ADHD

One of the biggest obstacles for neurodivergent individuals in the workplace is the stigma attached to ADHD.

Alex said many people still have outdated views: “A common misconception is that ADHD means you’re physically hyperactive and constantly moving around the office. But for many people, particularly women, ADHD is internalised - it's a racing mind rather than fidgety behaviour.”

He added that employers often assume people with ADHD can’t focus, which couldn’t be further from the truth: “People with ADHD don’t have a deficit of attention - they have an abundance of it.

“When we’re interested in something, we can laser in and focus better than most. The challenge is accommodating for those things that capture our attention.”

Another myth Alex addressed is that people with ADHD can’t handle leadership roles.

He said: “In reality, people with ADHD can thrive in leadership positions. The fast pace, high pressure, and need for constant novelty are perfect for us.”

Accommodations that make a difference

So, what can employers do to help their ADHD employees thrive?

“The most important thing employers can do is show they understand,” Alex said. “Create a safe space where employees feel comfortable asking for help without fear of discrimination.

“Something as simple as putting a policy notice on your website or bringing in neurodivergent speakers can make a huge difference.”

On a practical level, Alex suggested allowing flexibility in how and when work is completed.

“Not everyone works well in a nine-to-five structure,” he said, “some people might do 40 hours of work in just four hours if you let them work on their terms. Judge employees by their outcomes, not their processes.”

Other accommodations Alex suggested included offering quiet spaces, providing written instructions rather than verbal ones, and breaking down large projects into smaller tasks with mini-deadlines: “For people with ADHD, having smaller, achievable goals can reduce overwhelm and improve task initiation.

He also encouraged the use of tools like noise-cancelling headphones and fidget toys in the office.

“I always have a thumb stone with me when I’m working, it helps channel some of the physical hyperactivity,” he added. “Normalising these tools can help employees manage their ADHD in a productive way.”

Recognising the signs of ADHD in your employees

Alex said managers who are unsure of how to spot employees who might be struggling with ADHD should look out for signs of anxiety or be aware if someone is withdrawing from meetings or experiences sudden changes in their behaviour.

Employers who suspect someone has ADHD or another neurodivergent condition should approach the situation with care.

“Send a private email or have a private conversation,” Alex said. “Ask if there’s anything you can do to help and work with the employee to create a plan moving forward.

“It’s important to have regular check-ins to ensure that the support remains consistent and effective.”

A call for more awareness and action

Alex’s message is clear: accommodating neurodiverse employees isn’t just the right thing to do - it’s smart business.

“People with ADHD bring incredible creativity, problem-solving skills, and entrepreneurial thinking to the table. With just a few adjustments, they can be a massive asset to any company.”

Alex Partridge, Founder of UNILAD and LADbible

For employers, creating an inclusive environment where neurodivergent employees can succeed is not just about ticking boxes, it’s about recognising and celebrating different ways of thinking.

As Alex said: “The best ideas often come from the quietest minds in the room. You just need to give them the space and time to be heard.”

Through his podcast, ADHD Chatter, Alex continues to raise awareness, share stories, and advocate for change in how society and workplaces understand ADHD.

This article highlights only a small number of recommendations from Alex. If you didn’t get a chance to watch our fireside chat with him, you can watch the recording of the event below:

​​

Three tips for finding a job you’ll love
2 mins read
  1. Article

Three tips for finding a job you’ll love

Take a moment to picture your ideal career…Is it the job you’re in now or were you just daydreaming about greener pastures in another role or company? If it’s the latter, don’t worry. We’ve all been there. 

Maybe you’re worried that you don’t have the right skills or experience to get the job you really want, or maybe you’re not even sure about what you want to be doing but you know it’s not this. 

Whatever the reason, we’re here to help. Here are just three tips from the Life's Work course hosted by Reed's Chairman and CEO, James Reed, which could help you find a job you’ll love (and Love Mondays). 

Know what you want (what you really, really want)

It may seem obvious, but having a solid idea of what you want out of your career is the first step to getting there. 

It starts with understanding what your values, goals and strengths, and then using that knowledge to reflect on what careers you’ll really find fulfilling. What are your key skills and weaknesses? What tasks do you excel at (or dread doing)? And where do you really see yourself in the future?

Armed with these answers, you’ll feel more confident that your next career move is the right, because it matches not just what you want out of your job, but out of your life too.

Do your research

One of the most challenging parts of changing jobs or careers is making sure you land in a sector that isn’t in decline. That means digging into current in-demand and stable sectors, such as AI or education, to see where your skills might fit.

It’s also a good idea to look into the companies you’re interested in to see if your values align and if they’re financially stable. You won’t want to jump ship only to find yourself in a company you don’t like – or worse, that could lead to your job being at risk a few months down the line. 

Get networking

Or, as James Reed CBE puts it in his book, Life’s Work, – go to parties. 

The truth is the word ‘networking’ has become synonymous with things like sweaty palms at awkward social events and DMs from strangers on LinkedIn. But it doesn’t have to be that way.

When you strip it down to its essentials, networking is really about connecting with people who can help you (and vice versa). It could mean going for coffee with a friend to pick their brains about a sector you’re interested in it could mean attending an event and just getting to know people, and yes, it could mean messaging semi-strangers on LinkedIn – which can actually be really effective if approached in the right way and remember to personalize your message. 

While this list is by no means exhaustive, it’s a great starting point for exploring what you want to do next. 

Are you looking to take the next step in your career? Search and apply for jobs in the Middle East now.

Who to promote: a guide for employers and managers
4 mins read
  1. Article

Who to promote: a guide for employers and managers

​How does your business decide who to promote? Is career progression embedded within the workplace culture or is it done in line with employee tenure?

The process of promotion should consider merit, potential, and alignment with organizational values. Meritocracy should be the cornerstone of any promotion strategy, rooted in a comprehensive evaluation of an individual's performance, skills, and contributions to the business. Tangible achievements such as key performance indicators, project outcomes, and leadership abilities, should guide this assessment.

However, merit alone does not paint the full picture. It’s important to identify individuals with the capacity to grow, adapt, and innovate and those who demonstrate a hunger for learning, a willingness to take on new challenges, and a track record of exceeding expectations. Investing in the development of high-potential individuals is key to futureproofing your business.

Promote those who show enthusiasm and excellence

Promoting individuals who embody the core values and culture of your business reinforces a sense of purpose and belonging among employees. Beyond technical skills and performance metrics, assess candidates' alignment with your company's mission, vision, and ethics. It’s usually easy to spot those who both excel in their roles and show enthusiasm for the ethos of the business – these professionals are more likely to drive positive change and inspire their colleagues.

There have been many conversations about extroverts and introverts in the workplace and the traits typical of both – some of which can sway employers to promote one group over another. Personality testing at the hiring stage or as part of professional development, can help identify individuals with the potential to go further within the business, but they can also lead to bias, so should be balanced with traditional interviews and employee performance.

Diversity and inclusion (D&I) should also be central considerations when promoting. Ensure opportunities are accessible to individuals from all backgrounds, regardless of gender, ethnicity, age, or socio-economic status. Actively seek out diverse talent, create inclusive promotion criteria, and address systemic barriers that may impede the advancement of underrepresented groups.

Jobseekers actively look for employers that can evidence their commitment to D&I, so it pays to promote this on all channels, including in your job adverts. Lip service is not enough – professionals will not stay long in an environment they perceive as old-fashioned and out of touch. Embracing diversity strengthens your talent pool and builds on your reputation as a progressive and inclusive employer.

Employees should have a clear understanding of the criteria, process, and timeline for promotion. Provide regular feedback on their performance and development areas, empowering them to actively pursue growth opportunities. Also, establish mechanisms for staff to raise concerns or grievances related to the promotion process.

Deciding who to promote

Look for those who demonstrate both competence and potential for leadership and growth. Here are some key attributes to consider:

Job performance

Consistent achievement of goals and targets - high-quality work output, ability to meet deadlines, and manage workload effectively.

Leadership skills

Demonstrated ability to motivate and inspire others - effective communication skills, both verbal and written, capacity to delegate tasks and empower team members.

Problem-solving abilities

Aptitude for critical thinking and analytical reasoning - proven track record of resolving complex issues, willingness to take initiative and propose innovative solutions.

Adaptability

Ability to thrive in changing environments - flexibility to adjust strategies and tactics as needed, openness to feedback and willingness to learn new skills.

Emotional intelligence

Empathy towards colleagues and clients - skill in managing interpersonal relationships, self-awareness, and ability to regulate emotions.

Strategic thinking

Understanding of the broader organizational goals and objectives - the capacity to develop long-term plans and strategies, skill in prioritizing tasks, and allocating resources effectively.

Team collaboration

Track record of working well within a team - ability to foster a positive and inclusive work environment, willingness to support colleagues and share knowledge.

Continuous learning

Commitment to personal and professional development - eagerness to seek out new challenges and opportunities for growth, willingness to invest time and effort in acquiring new skills.

Ethical conduct

Integrity in decision-making and actions - respect for company values and ethical standards, accountability for own behavior and its impact on others.

Industry knowledge

Understanding of the sector in which the business operates - awareness of industry trends and developments, ability to apply industry knowledge to drive business success.

Final thoughts

Promotion creates opportunities for leaders to strengthen their business and should therefore be seen as an investment. No one should ever feel pressured to take on the greater responsibility that comes with promotion, but providing avenues for those who want the challenge is a win-win situation.

If you are looking for new talent for your teams, or considering your next career move, get in touch with one of our specialist consultants today.