"Serving on a non-profit board is a full body exercise in governance. Board members contribute far more than just their votes. They fill a vital leadership role that engages both their subject matter expertise and their leadership skills… If you are considering serving on a non-profit board, here is what you need to know as you pursue that ambition." by Mike Morrow, Managing Director TRANSEARCH.
Darren Raycroft, shares his experience in helping first-time CEOs manage their first few critical months in a new role.
A toxic myth pervades the business world: Hard work and perseverance are the only things required to achieve immense success and reach the top of your field... But these stories overlook a crucial ingredient of success: Luck.
Useful insight from Mike Morrow, TRANSEARCH Partner in Industry and Energy practices, on the excellent opportunities for career growth within manufacturing.
Digital transformation requires senior leaders and board directors that can develop a clear digital strategy and address the talent, operational and cultural changes to elevate their business. To fill these positions, the traditional model of selecting candidates on core competences is not enough.
From direct experience as a senior management headhunter, Paola Maria Caburlotto highlights the importance of new agile leadership recruitment approaches to finding the right candidates.
What does is take to be a 'TOP' performer? Human capital expert John Burdett defines 'TOP' as a 'Tested Outstanding Performer'. To be a 'TOP' performer, issues of integrity and business ethics become far more important than a job, even a CEO title. Here is some useful advice from Chris Swan on becoming a 'TOP' performer.
Employees who are mentally and physically healthy are surely happier. So here are a few simple nature-related tips to help cope with that feeling of being overwhelmed.
Charles Darwin is long remembered for informing us, based on years of study as a naturalist and biologist, that it is not the strongest of the species that survives, but rather, the one most adaptable to change.
For a great organisation, culture isn't an abstract or vague concept … it's real … it speaks to people. It's not a competitive advantage … it's a competitive imperative.
To survive is to adapt. "Are you managing your culture?" If any of the seven questions that follow receives a negative response, the answer is, almost certainly, "not so much."
When the environment changes dramatically, it changes for everyone. If you don't adapt, extinction is inevitable. Yesterday's success may well sow the seeds of tomorrow's demise. And agility really is a make-or-break issue.
Other than know-how in technology, which is a given, leadership competencies differ depending upon the role. That understood, five leadership competencies are emerging as having future primacy.
John Burdett is a best-selling author on leadership and organisation culture, and is Leadership advisor to TRANSEARCH International. In this download (PDF) John explains in detail what leaders need to know now to embrace mastery in each of these competencies.
Change has, of course, been with us forever. The current rate of change, however, is new. This shift is so profound that it challenges the very essence of what it means to be a leader. From a recruitment perspective it also means revisiting the multi-headed hydra known as "FIT". Darren Raycroft explains.
Businesses in the energy sector have tremendous challenges ahead as they work to keep pace with rapid digital change. David MacPherson explains how to maximise the return on any investment in innovation by ensuring energy sector employers have the right leaders in place to make change happen.