Finding world-class talent requires a partnership with a trusted outside advisor. Visit TRANSEARCH International to discover our wide-ranging approach to leadership acquisition.

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 »
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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. 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.

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 »

Forecasting the Future with Digital Disruption »
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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.

Forecasting the Future with Digital Disruption »

Tips for Winning Talent in the Era of Disruption »
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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."

Tips for Winning Talent in the Era of Disruption »

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

Attracting a Non-Executive Director | TRANSEARCH International Case Study »

Recruiting the Right People to Lead Innovation »
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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.

Recruiting the Right People to Lead Innovation »