Sowing The Seeds Of Innovation

What level of autonomy is allowed within your organisation?

The answer to the critical question "What level of autonomy is allowed within your organisation?" can help global leaders plan for business growth, or a lack thereof, in whatever region of the world they operate, and in any market.

That is because the answer to the question will shed light on whether an enterprise has created the right conditions to spark innovation, or if its culture is so rigid as to put predictability, reliability, process and structure ahead of everything else.

Sure, every business leader wants to be innovative, but unless they allow some of its most skilled people the cultural authority and autonomy to explore, take risks and stare potential missteps in the face, they may never realise or monetise big ideas.

Taking the first step

Whether your team succeeds or is forced back to the drawing board, it must learn from the exercise and apply those lessons - painful as they may be to recall - to get to the next level of insight and innovation. In fact, some would attest that the fall must come before the breakthrough.

Often, the kind of focus required to fan the flames of business innovation is borne of the determination to learn and to question what's possible. The catalyst of innovation, experts agree, is human energy and creativity that's allowed to germinate and multiply inside the walls of an enterprise that recognises innovation is a journey, not a preordained destination.

Only true innovators with an appetite for growth and a stomach for risk can take that first, risky step into the unknown.

Yet with so many global business challenges evolving all around us, can you really afford not to take that step?


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

The (Often Unrealised) Benefits Of Executive Coaching

The value of executive coaching

Like a lot of things in life, the value of executive coaching often isn't realised until something - or, more literally, someone - goes off the tracks.

Sure, we've all met executive coaches at cocktail receptions and business dinners and purely social events over the years, carrying away from these exchanges some affinity or distaste for the notion of opening up our hearts and minds long enough for someone to diagnose what's holding us back.

The best executive coaches, of course, are teachers, listeners, learners, advisors and exemplars. The more we give, the more they give in return. And the more we open our minds to the notion that someone else might help us improve our performance, the more we appreciate how an effective executive coach can push us to where we need to go.

The manner in which we evaluate their respective contributions to personal and, indirectly, enterprise performance, however, often boils down to a matter of the heart rather than the head.

That is, an organisation's investment in executive coaching shouldn't only be calculated in personal or interpersonal terms based on feedback from an individual who sought out or who was assigned a coach. Rather, a fuller, more complete range of benefits must be considered to justify the re-engagement of an executive coach and/or their assignment to a new executive-in-need.

Achieving true potential

Consider the performance of the individual who was the direct beneficiary of the coaching, and any team ripple effect based on the former's increased capacity to lead, manage and motivate others. Also factor-in the implied vote of confidence in the coached leader and track whether coached executives stay longer and perform better, as we should expect as benefits of the exercise.

One of the biggest, and often unrecognised, benefits of executive coaching is the transformation of an individual who might not have been exerting their peak performance or were simply incapable of giving their best for some time. The turnaround of a key executive - from low or inconsistent performer to a consistently high-impact player - is an investment worth making.

When one considers the cost of replacing someone who isn't living up to organisational expectations compared to the benefits of getting them to contribute up to their true potential once again, it's clear that executive coaching is a worthwhile endeavour, and one whose benefits aren't always easy to see at first glance.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Searching For The Agile And Proven Leader

A special breed of leader

Global corporations are looking for a special breed of leader. Strategic priorities are framing ever more specialised requirements for new executive hires and the selective upgrading of existing management roles. Superior executive talent is increasingly seen as an important lever to calibrate investment in new markets, new products and new innovations.

With existing management teams stretched to capacity, the time has come to reinvest in high performers and to attract the kind of proven leaders who can effectively lead and inspire others while shouldering the pressure of increased performance expectations. Most companies are unwilling to place large bets on untested managers. Many are already searching for richly experienced leaders with a track record of making tough decisions that improve the bottom line.

Global business leaders in today's economic environment generally agree that, at least for the foreseeable future, business decisions will need to be made faster, teams will need to collaborate more effectively than ever, and data needs to inform decisions, not limit them. Today's search for business results is a search for both experience and agility.

Adjust, adapt and change course as and when necessary

Today's business mantra suggests that one thing is certain: leaders will be faced with more volatility, uncertainty, change, and ambiguities than they have faced before. This explains why there is such a large premium on the right mix of leadership experience and specialised know-how. Yet it is agility - the capacity to move quickly and easily through a potential minefield of business challenges - that is mounting in importance when it comes to finding and attracting business leaders who can make an immediate, as well as lasting impact.

The capacity to be open-minded enough to consider the full implications of their decisions and their interactions with colleagues, subordinates and customers is a critical leadership trait. Mental agility requires top leaders to abandon cognitive rigidity and absorb the full panoply of solutions to problems, especially those they have not encountered before.

While businesses around the world charge toward improved performance and results, they must demonstrate a willingness to test prospective new hires' true agility. After all, as the world we've known for so long changes so quickly around us, the very best executives will show they have what it takes to adjust, adapt and change course as and when necessary - and know when to stick to their convictions.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Productivity And Positivity Are Keys To Reaching Your Goals

Economic challenges and lacking corporate resources are enough to frustrate even the best-laid business plans - and the best global leaders.

Yet that reality is nothing new to executives the world over who've faced difficult challenges - perhaps defining or redefining ones - during the course of the last few years as economic uncertainty and challenging environments have combined to reduce management confidence and investment.

It's time to turn the page

To turn the page requires some level of individual renewal deep within each one of us. It calls us to look to the future for the seeds of opportunity and to purposefully and regularly cast out the doubt that has at times paralysed our decision-making process or clouded our view so much as to render any meaningful strategic planning useless.

Global leaders must seize on every single day to find not only their highest and most rewarding calling, but to manage the demands on their time and focus so they can elevate or maintain their own personal productivity at the highest levels possible.

The alchemy of reaching your business and career goals is the combination of that productivity with a healthy measure of optimism and positivity, no matter what the world might throw at us in the months to come.

Productivity and positivity matter

A positive attitude coupled with an enterprising or promising outlook can endear today's global executive to their teams, colleagues and peers. To be the source of positive expressions about the things we can control might well serve others as much as ourselves. If difficulty is inevitable, it's up to the leader to enlist the support of colleagues and friends and explain why it's a test worth the best of every person around us. We can choose to shrink from it, or rise to it.

To do the latter, we must accept our circumstances and commit to improving them, through a combination of hard work, commitment, support for one another in the work environment, and a positive, uplifting attitude that inspires others.

If we can find new ways to be more productive and face new challenges with optimism and confidence, we may just find the pathway to achieving what's next in our organisations and for our careers.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Replacing Fear With Fortitude
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As one considers the existence of fear as part of everyday humanity, and the need to overcome it to achieve maximum human and organisational performance, it is striking that so many leaders who have come before us have focused so consistently on fear as an obstacle to success.

Consider the influence of fear on how you behave, how you lead, what you say and how you interact with others. You may just find that fears are holding you back, and if not, all the more time for you to help others acknowledge and address their own fears.

Read "Replacing Fear With Fortitude" leadership insights

Bedford/TRANSEARCH Hybrid Workplace Whitepaper 2021
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Remote work is here to stay. Wherever you fall on the Venn diagram of attitudes to the remote office, that much we can agree on.

Whether our instincts are to push back on it, lean into it, or dance around the edges — that cat is out of the bag. Going forward, every organisation will have to contend with at least one singular, intractable market reality — a workforce that knows just how much is achievable and sustainable from one end of a Zoom conference or Slack group.

Executive leaders are going to have to navigate this reality and accept that the right way forward may look like nothing we've ever seen before.

Read "Bedford/TRANSEARCH Hybrid Workplace Whitepaper 2021" leadership insights

Holding Firm In The Storm, Aligning For The Future
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Now more than ever before, leadership in any business management function beckons leaders to lead.

These are the times that test the relationships we, as leaders, have built with employees, with peers and business partners. Everything we put into these will now be summoned as people look for trust and support in others in trying times.

Read "Holding Firm In The Storm, Aligning For The Future" leadership insights

Tomorrow Will Be Different. Will You?

Even without COVID-19, the current and projected level of social and economic disruption dramatically changes, irrevocably, what it means to be successful both as an organisation … AND as an individual.

A more relevant approach to resilience involves pushing to the edge, being comfortable with being uncomfortable, adapting to the new state, reflecting on the experience and developing new ways to behave. It's a dynamic rather than a static process. It's about leading and learning; not absorbing and then acting as before. Resilience means not only weathering the storm … but being strengthened by it.

Tomorrow will be different, will you?


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Picking Leaders, Teams and Networks

Today's search for game-changing executive leadership talent extends far beyond a hunt for the right CEO, Vice President, Country Manager or Managing Director.

With the pressure for performance so high, any enterprise seeking a capable change agent, innovator or exceptional visionary would be wise to consider that the global business climate not only demands the best leaders, but those with experience inspiring their organisations to achieve great things, attracting high performance teams and building superior peer and industry networks.

There is a new chemistry of organisational success, and its genesis lays in the recognition that as individuals, we can only accomplish so much, but as leaders and catalysts and stimulators of great connections and relationships with employees, customers and industry influencers alike, big and bold things can take flight.

In fact, the sooner we dispose of the mythical 'Superhuman', the faster many of our businesses can move on to what's really important. And that is recognising that we need executive management leaders capable of fanning the flames of innovation, human performance and strategic vision and constantly aligning them to gain and keep a competitive edge.

The task of renewing our organisations, therefore, is much more about picking leaders and the teams and networks they can access and far less about pinning our hopes - and those of shareholders - on just one leader's ability to gain market share, increase sales and improve profitability.

Of course, the very best leaders already know how vital it is to have the right people on board and to continually stoke their personal and professional networks to get ahead. This requires a sense of humility and a willingness to accept that the best answers to a tricky business problem may reside in someone else's head or literally outside the walls of the organisation.

So the next time you interview a key potential leader for your enterprise, don't just ask about what they've done. Instead, explore more deeply how their decisions about people and their networking activities and commitment are magnifying and multiplying what they alone can bring to your table.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Measuring Executive Effectiveness

There are lots of simple reasons why any organisation should measure executive effectiveness. There's just no clear consensus on how to do it.

Should one look only at recent financial results or share price as indicators of a leader's impact on the enterprise, say in the case of a Chief Executive Officer or Chief Financial Officer?

How about the person's progress against key individual or unit performance metrics or specific milestones related to their most recent job description?

Or perhaps the results of one of a battery of available psychometric tests, behavioural interviews or personality type indicators that may shed like on interpersonal tendencies, communication styles or ability gaps?

Then there are the matters of whether they have worked collaboratively with peers or perhaps even with customers to achieve success for key stakeholders and whether the leader has exhibited support and passion for the company's culture, mission and senior-most management team.

Yes, each of these can provide an enterprise a measure of a leader's performance and impact on a broader team or business group.

But the bigger question - the focal point of business impact across the enterprise - really boils down to whether an executive made it more or less competitive compared to its market standing before they were granted the mantle of leadership.

Sure, an individual leader can meet and consistently exceed performance expectations when it comes to the things they do and what they focus on.

The larger issue, however, and one that synergies with increasing discussions about corporate sustainability, is whether the leader has put the company on a firmer footing than they found it. Did they leave the woodpile higher? Or were they only concerned with advancing their own agenda?

So how does one address or know these things? By considering three simple questions:

  1. Who has the leader hired?
  2. Who has the leader promoted?
  3. Who has the leader mentored?

The answers to these questions really surface a leader's commitment to increasing corporate competitiveness and long-term performance and sustainability.

Judging a leader's performance is serious business. So serious, in fact, that it should go beyond short-term measures of their personal contributions - straight to their investments in people over the longer term. These are, after all, the very people who'll someday take the reins of management and be expected to instil all the right things in the next generation of leaders.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

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