Progress has been made in opening up access to senior roles, but the pathways to influence are still shaped by long‑standing networks, notions of “fit,” and the power of reputation. Even in a more transparent world, who gets noticed and who gets recommended continues to depend on visibility, trust and the judgments of a relatively small group of decision‑makers. This podcast revisits the panel discussion PR and the Hidden Circles of Power and Influence, from the 6th IFSEA International Conference on Executive & Founder Issues, which took place in June 2025, bringing together experts from executive search, coaching, PR and employment law to explore how people reach the top, why others struggle to get onto the radar and what organisations can do to build leadership teams that genuinely reflect modern society. Jenny Afia, Schillings (UK) (Chair) Emma Bartlett, CM Murray LLP (UK) Katrina Cheverton, Chief Executive, Savannah Group (UK) Jason Nisse, The Nisse Consultancy (UK) Matt Nixon, Stork & May (UK) In particular, the panel discuss: Circles of power still shape senior appointments: While no longer hidden, they tend to remain concentrated among white, privately educated men from elite universities - reinforced by unconscious bias and a preference for “safe” hires who look familiar. Diversity of thought is now recognised as essential, but harder to source: Organisations want broader perspectives, yet talented people outside traditional networks still need to work disproportionately hard to become visible, even in a more transparent search environment. Who really carries your reputation? Not the public, but a small, influential group: senior peers, former colleagues, and headhunters who trade in trusted first‑hand impressions. Their quiet endorsements (or omissions) matter far more than a polished online profile. Online presence helps - but senior leaders are far more cautious now: Most avoid outspoken social media activity due to reputational risk. Yet the next generation is arriving with more expressive online histories, posing fresh challenges for organisations assessing “fit.” Expanding access requires leaders willing to take thoughtful risks: High‑potential candidates from non‑traditional backgrounds may lack standard credentials, but bring creativity, resilience and lived experience - the kind of assets that rarely surface through traditional hiring filters. Are organisations unintentionally shrinking their future leadership bench? Cuts to graduate schemes and the rise of AI are reducing entry‑level opportunities - disproportionately harming those without established networks, and storing up long‑term succession risks. Targeted access programmes show striking impact: The 10,000 Interns Programme achieves around a 70% retention rate, demonstrating how structured exposure can bring high‑quality talent into organisations that would otherwise miss them entirely. Flexible working remains key to inclusion - but is under pressure: Hybrid work opened doors for parents, carers and those with wider responsibilities, yet many organisations are retreating as old assumptions about visibility, productivity and culture reassert themselves. Inclusive leadership requires courage, curiosity and transparent processes: Leaders need to challenge inherited norms, understand experiences beyond their own, and design recruitment systems that avoid reproducing groupthink. Representation follows when inclusion is embedded.
