Three Tips to Flourish in the Hybrid Working World
transearchusa.com

A wave of hybrid workforces are going to emerge as the norm for organisations across America, according to a series of recent studies.

The Prudential's Pulse of the American Worker survey found more than two-thirds (68%) of U.S. workers would prefer a hybrid workplace model after the pandemic ends. And nearly 80% of C-suite executives polled by WeWork and Workplace Intelligence, said plans are in the works for a hybrid model, meaning a mix of in-office and remote teams will become a permanent fixture of post-pandemic workforces.

With data demonstrating hybrid is the way of the future, we are pleased to help you build a robust and productive hybrid model with some practical tips and factors to think about …

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Why Diversity & Inclusion Matters In Organisational Culture
transearch.com.au

Often seen as a problem for boards, a Human Resources issue, or a concern for hiring managers to address during the recruitment process, Diversity and Inclusion should really be discussed alongside organisational culture.

How diversity is reflected in an organisation and how it responds to inclusion is in its genes, and that its everyone’s responsibility. For however well intentioned, any D&I objectives cannot be achieved unless they are driven by the business as a whole – from senior leaders and executives, through to middle managers and at grass roots. This is the only way to land an organisation that fosters a workplace culture where diversity and inclusion are valued, cultural safety is promoted and the ways in which intersectionality affects our workforce is recognised.

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Everybody Wins When Managing Candidate Expectations

Human nature is restless. How many times have you questioned a recent purchase or even suffered from so-called buyers remorse? This is a natural occurrence and it more often than not happens to you in a professional capacity, for example: you join a company as a new addition to the executive team, but at the same time continue to consider offers from other companies.

Research has shown that very few new joiners are completely confident in their choice. It is such an important decision that many continue to study the market, hoping to confirm or deny the correctness of the decision made. It might be that they are confident in their choice and find the new company completely suitable, but they find that executive search consultants and companies are still approaching them. This is particularly the case if they were not a passive candidate, but were actively looking for a new challenge.

It is also true that the more interesting the opportunity the greater the likelihood that executives might be tempted to at least attend an exploratory conversation. The latter scenario is not unusual in itself, but when an executive continues to remain unconvinced that their new position is suited to them we have to consider how we could have addressed this situation before they actually joined.

There is also the possibility however that some candidates choose a position with the knowledge that it is unsuited to them. The last possibility is that after joining a candidate realises that the company culture just does not suit them or that the reality of the role is not how it was described.

Whatever the candidate's motivation might be, the cost of unsuitable hires is quite substantial; not to mention damaging for the executive in question.

In light of the above, the role of the Talent Manager and the executive search consultant, remains important in the hiring process. It is their responsibility to accurately manage the candidate's expectations and to determine their motivation at the interview phases. Once the candidate is onboard however a keen interest in their adjustment should be a priority - this could take the form of a formal induction programme, but it could also be a coach that familiarises the candidate with the ins and outs of the company.

As TRANSEARCH consultants we take pride in our commitment to the integration of the candidate and keep in regular contact with both parties for at least the first six months of employment. As a third party we are often able to act as mentors and external HR-experts, listening to claims and fears of candidates while understanding the needs and requirements of the client.

To discuss our wide-ranging approach to leadership acquisition and management assessment find a TRANSEARCH consultant by expertise, region and country.

Effectively Managing CEO Succession

Most corporate boards make two critical mistakes when it comes to CEO succession.

First, their boards fail to make it a continuous point of discussion, and so it devolves into a reactive, episodic exercise that typically excludes any semblance of creativity, risk-taking and inclusion.

Second, they fail to understand that CEO succession is the business process most subject to internal and external influence, politics, ego and reputation building.

Over the years, numerous studies have revealed that a surprisingly high number of global corporations lack a formal, ongoing plan for CEO succession. Others don't even have a crisis plan for dealing with an emergency involving immediate succession for the CEO - the proverbial "hit by a bus" contingency plan.

Correcting this requires actual board governance, and a demonstration of the board's serious intent to institutionalise CEO succession discussions on the board meeting agenda, make it a priority and do more than pay the topic lip service.

Boards must also realise just how influenced CEO succession is by their member Directors, by the outgoing CEO, by candidates for the role, current executives, executive search consultants and other advisors, such as those who perform board evaluations.

For this reason, the board must ensure it doesn't cede control by handing the process over entirely to any one of these parties. Rather, it must orchestrate a process that is inclusive yet one that also clearly defines the contributions and roles of each party.

CEO succession is clearly a case of quality in, quality out. You simply can't maximise quality and maximise your succession options when all you can do is scramble to react or simply don't understand all the different influences on the process and the result.

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.

How Leadership & Seizing Opportunities Can Supercharge A Clean Economy Revolution
linkedin.com

Joe Biden has pledged to create 10 million new jobs in the clean economy and spend $2 trillion on clean energy and sustainable infrastructure by 2035.

For this unprecedented transformation to succeed, highly talented people and innovative companies in the power and renewable energy sectors will need to achieve extraordinary feats. John Ryan explores the keys to succeed.

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The Global Expansion of Executive Search
aesc.org

The demand for skilled leadership exceeds supply worldwide and the pressure is high for organisations to find and retain top talent. Ulrich F. Ackermann, Chair at TRANSEARCH International, is interviewed alongside other global AESC leaders for the most recent Executive Talent magazine to discuss the tremendous growth in the executive search and leadership consulting profession.

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The Essential Interview Questions Selection Committees, CEOs, and Heads of Talent Should Be Asking An Executive Search Firm
linkedin.com

Howard Pezim shares questions to ask executive search consultants to help you decide which consultant and firm to work with. The questions invite a response that will inform you of their experience and challenges faced in the past and the solutions they've implemented to excel in executive search.

Read "The Essential Interview Questions Selection Committees, CEOs, and Heads of Talent Should Be Asking An Executive Search Firm" leadership insights