EqualVoice United Spotlight

A Visionary Leader in Executive Search and
Leadership Advisory

Matthias Oberholzer joined Russell Reynolds Associates (RRA) in 2008 as the company’s first employee in Switzerland. He currently leads RRA’s operations in Asia, having previously led the business in Europe and a global country cluster including California. A hands-on leader, he continues to manage key accounts alongside his strategic responsibilities. His expertise is in financial services, including insurance, and board and CEO appointments.

How would you define your company’s long-term vision?

“We improve the way the world is led” — with this mission we position ourselves as leadership advisors, guiding and supporting our clients through a wide range of strategic and operational leadership challenges. Our strategy rests on three pillars. First, we employ individuals with extensive life and work experience whom we can develop into leadership advisors. Second, we provide our consultants with a world-class digital infrastructure, including the latest AI applications. Third, we actively cultivate our culture under the principle of “Caring Meritocracy”, ensuring that everyone at RRA contributes to collective success in an environment of mutual respect, trust and teamwork.

What steps are you taking to ensure that this vision is realised by everyone?

We have a strong entrepreneurial culture. I encourage people to be courageous and innovative, to communicate openly and transparently, and to proactively share our vision and values. We also consciously encourage a fast, customer-focused approach. As a team player and role model, it is important for me to embody our culture and values every day.

You have said that leadership is a necessity, not a luxury. What are the key principles of your leadership style?

My leadership style is simple: I am both people and results oriented. Understanding people, their backgrounds and their motivations is crucial to placing them in the right roles. I also believe in giving people the freedom and autonomy they need to succeed. I bring a lot of energy and try to use it as a positive multiplier. I admire go-getters and encourage my team to “ask for forgiveness rather than permission” — within reasonable limits. This is rooted in a culture of trust where initiative is rewarded. Our business is a business of doing: thinking is essential but overthinking and underdoing are counterproductive.

Your passion for people is evident. Do your teams feel it? How do you foster a positive company culture?

I hope my teams feel it. My father, who worked in the insurance industry, instilled the principle of liking people in me. Business is always about people and this belief has guided me from an early age. Working with people, striving for the best results for our clients and developing our people is what drives me. Because people are critical to our success, I invest in relationships. I make sure I spend considerable one-on-one time with colleagues, whether at work, or over breakfast, lunch or dinner. That builds trust — and teams that trust each other can achieve incredible results.

How important is diversity and inclusion in your organisation?

Diversity and inclusion are vital. Different perspectives lead to better solutions. Diverse teams are more enjoyable to work with and foster creativity and innovation. Diversity, combined with an inclusive culture, ensures long-term stability and strengthens both cohesion and results.

What initiatives have you put in place?

We live and breathe diversity and inclusion, which is reflected in our numbers: 68% of our employees are women and 30% come from diverse ethnic backgrounds. Our partnership is 35% female and 44% of our Executive Committee members are women. In Switzerland, our 47 employees speak 15 languages and represent 12 nationalities. We publish a Diversity, Equity & Inclusion Report with clearly defined and measurable targets every year.

How do you measure the success of these initiatives?

For me, inclusion means that everyone can be their authentic self at work and fully express their potential. That is extremely important to me. We spend so much time at work — no one should feel the need to put on a front. Authenticity is key.

You seem to enjoy challenges – what are the main ones you are currently facing?

My current professional challenge is to grow our business in Asia, which is an incredibly exciting opportunity. Asia has huge potential. My long-term goal at RRA is to help develop the next generation of leadership consultants — consultants who are bold, authentic and people-focused.

How do you approach personal growth?

I love proverbs and quotations: “Learning is like rowing against the current. If you stop, you drift backwards”. My personal vision is to become the best version of myself. I have deliberately defined this as an ongoing process. I work towards that vision every day.

What does this mean in practice?

I believe that winning the morning is the key to winning the day. Against my natural inclination, I have trained myself to wake up early and follow a structured morning routine. This includes meditation, exercise, a cold shower and setting my goals for the day. This structure gives me energy, clarity and focus throughout the day. Waking up early also allows me to spend more time with my wife and two daughters in the evenings.

What advice do you wish you had when you were a young professional? What has inspired you most?

People have inspired me the most — my parents who always believed in me, my wife, my daughters, my clients and my mentors. Looking back, I wish I had realised earlier that other people’s opinions of you matter far less than you think. What really matters is staying authentic and living your values.

What advice would you give to those who want to be recognised as leaders?

A quotation from former Swiss Federal Councillor, Christoph Blocher, has stayed with me: “There is force and it has impact.” A leader is recognised as such when he or she has an impact. My advice is to “have impact”.

What is the most important leadership question of the future?

How to achieve sustainable business success. My definition of sustainable leadership is a combination of goal achievement and humanity. Great leaders deliver outstanding results in a humane, authentic and balanced way that benefits all key stakeholders.

What does the leader of the future look like?

The leader of the future will think and act for the long term, be human, authentic and courageous, see their organisation as part of a larger ecosystem, make decisions with all stakeholders in mind and deliver exceptional results.

AI is everywhere — what are the leadership challenges?

AI will help businesses and leaders become better by providing more information and improving decision making. However, it is crucial that future leaders integrate AI without losing their judgement, humanity, authenticity and intuition.

February, 2025

Source: This is a translation of the article originally published in HANDELSZEITUNG, EqualVoice United Special, on September 12, 2024.