Health Care In The Crystal Ball
bedfordgroup.com

Predictions (and Challenges) for Healthcare and the Life Sciences in 2021

Two major reports have mapped out predictions for the paths forward - and the obstacles to overcome. The IDC FutureScape: Worldwide Health Industry 2021 Predictions report focuses heavily on the impact of granular digitalization efforts. The report from PwC's Health Research Institute (HRI), Top health industry issues of 2021: Will a shocked system emerge stronger?, takes a more holistic view of how the operational, employee and customer experiences will need to evolve to benefit from these technological shifts. Differences aside, the bottom line in both reports is unmistakable. By necessity - and resolve - the future is coming.

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Leadership: Moving Beyond The Crisis

"Leadership: Moving Beyond The Crisis" is a complementary book series, specifically aimed at enhancing how leaders respond to times of crisis.

The books cover concepts such as how to come out of this crisis stronger, culture, leadership agility and learning, what makes great teams. Also included are essential skills to enable us to start having conversations about moving forward while taking appropriate actions.

Read on for more information about the book series:

Or, Download Now

Coming Down the Mountain

Part One, Coming Down the Mountain, looks at how to come out of this crisis stronger:

  • The Three Stages of Crisis
  • Letting Go of Our Past
  • Following a Script From a Different Century
  • The New Normal
  • Coming Down the Mountain
  • Why Culture Matters
  • Next Steps
  • Appendix one: 3 X 3: Crisis, Culture and Change
  • Mindset Assessment: Will You come Out of This Crisis Stronger?

The Culture Conversation

Recognising, as we move forward, how important organisation culture is, Part Two outlines the Culture Conversation:

  • The Culture Carriers
  • Look, Listen, Learn
  • The Building Blocks
  • Culture Is A System
  • Is the Organisation Managing Its Culture?
  • What Makes the Business Special?
  • One Culture or Many?
  • Measurement
  • Strategy Versus Culture
  • A Team of Teams
  • Without Leadership You Ain't Got Much
  • The Orxestra Change Model
  • Culture Assessment

Leadership, Learning and Agility: The Way Of The Dolphin

Part Three explores the need for leadership agility and what that implies: Leadership Agility and Learning - The Way of the Dolphin:

  • Agility is a Way to Think
  • Bass and the Shark
  • Agility and Speed of Learning
  • The Way of the Dolphin
  • Conclusion
  • Assessment: How Good a Coach Are You?

Great Organisations Are Built Around Great Teams

Drawing on the reality that tomorrow's organisation will be a team of teams, Part Four examines what it means to be an outstanding team - Great Organisations Are Built Around Great Teams:

  • Who We Were is Who We Are
  • It's All About Culture
  • Organisational Lessons from Nature
  • The Organisation of Tomorrow
  • Building a Great Team
  • Team Assessment

When the Trees Get Bigger and the Forest Gets Deeper - It's Time To Sharpen Your Saw

Part Five moves beyond leadership as a philosophy and drills down into essential skills - When the Trees Get Bigger and the Forest Gets Deeper, It's Time to Sharpen Your Saw:

  • Are You The Leader They Need?
  • Assessing Your Organisation's Leadership Balance
  • If Ever There Was a Time to Listen - It’s Now
  • The Listening Tree
  • To Lead Is To Care
  • 50 Ways To Say You Care - In a Covid World
  • If You Are Not Living Your Own Story, You Are Living Someone Else's
  • Resilience Assessment

Download your complementary copy of "Leadership: Moving Beyond The Crisis" from TRANSEARCH Downloads.

Developing a New Business Identity
transearch.com

Following the sale of its premier brand, the legacy portfolio of companies that constituted a diversified investment group required a new business identity, a cohesive growth strategy and new leadership to drive results.

This case study highlights how TRANSEARCH helped shape and align organisational cultures across diversified component companies, and found a General Manager with the level of experience and credibility in the finance markets capable of pushing the kind of innovation and cultural transformation required to achieve the group's exciting new business plan.

Read the challenge, action, impact and client perspective of finding an anchor for culture transformation and an important driver of new business expansion.

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Wildcard for Growth
transearch.com

"If your TRANSEARCH team hadn't been diligent while also positively stubborn in its pursuit of the right, lasting solution for our company, we simply would not be where we are today…

You have now proven how a search firm can truly become a trusted partner. Thank you."

Read the challenge, action, impact and client perspective of introducing a C-level 'wild card' into the board's deliberations about achieving its commercial goals.

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Seven Surprises for New CEOs
hbr.org

Leadership is fickle. As you climb the corporate ladder your role changes. When you lead a department you are expected to give orders. People look for leadership. When you lead a division you are expected to empower middle management. People look for guidance. When you become the CEO of a company you become a servant leader. People look for inspiration. Reaching the pinnacle role of a CEO is every graduate's dream, but when you finally arrive you have too much to do, with too little time and too little information. Moreover, you become a public figure and vulnerable to critique. Not everybody wears the armor to withstand such forces.

The findings of Harvard Business Review published in 2004 still seem relevant in 2020. Here are 7 surprises that new CEOs discovered when entering office:

  1. You can't run the company
  2. Giving orders is very costly
  3. It is hard to know what is really going on
  4. You are always sending a message
  5. You are not the boss
  6. Pleasing shareholders is not the goal
  7. You are still only human

Published by Michael E. Porter, Jay W. Lorsch and Nitin Nohria
From the October 2004 Issue

Summary by Geo Wehry, Senior Partner at TRANSEARCH, originally published on LinkedIn here.

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If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:

  • Coaching is about framing the conversation such that the coachee finds their own way (power to).
  • What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
  • An experienced coach learns how to work from a beginner's mind.
  • To coach is to listen in the way the coachee has always wanted to be listened to.
  • To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
  • Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.

Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.

Forecasting the Future with Digital Disruption
linkedin.com

Overcoming the current talent gap in the Canadian Power Utility sector has become a priority for every board of directors.

TRANSEARCH International Toronto partner The Bedford Consulting Group highlights the tremendous challenges ahead as the sector works to keep pace with digital change and adopt new technologies in the name of efficiency, environmental responsibility and innovation.

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Tips for Winning Talent in the Era of Disruption
linkedin.com

David Wongso, MD TRANSEARCH International Indonesia, recently spoke with SWA Magazine on 'Ways to Win Talent in the Era of Disruption'. David notes how in this era of disruption many workforce skills are becoming irrelevant, and that the rate of change is getting faster. He highlights that leadership development and talent acquisition agendas must tackle the mismatch of skills and be directly managed by the C-suite and board of directors.

"The board of directors must ensure that leadership development and talent acquisition work effectively. Do not let the two agendas be entrusted to the level below but not be controlled."

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Attracting a Non-Executive Director | TRANSEARCH International Case Study
transearch.com

A private company board with a unique mix of personalities wanted to attract a non-executive director with the right chemistry and Audit Committee leadership ability. The following case study shows how our team leveraged a global network of trusted business relationships, our proprietary TRANSEARCH Orxestra® Method, and the Hogan Assessment tool to help attract and select a globally experienced executive with a reputation for being a true collaborative leader with deep finance and board experience.

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