"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.
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.
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:
You can't run the company
Giving orders is very costly
It is hard to know what is really going on
You are always sending a message
You are not the boss
Pleasing shareholders is not the goal
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.
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.
What does 'trusted advisor' mean and why does receiving the services of a trusted adviser matter? Ulrich F. Ackermann contributes his insights and experiences to Executive Talent magazine by the Association of Executive Search and Leadership Consultants.
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.
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."
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.