Whether you're starting a venture from the ground up or pivoting to something new, the quality of the people driving that momentum will define its success. In an area as new and nuanced as Psychedelic Medicine, getting to the right leadership team needs to be a priority.
The right talent in the exciting and competitive space of Psychedelic Medicine will mark the difference between those ventures that struggle to survive and those that thrive.
The World Continues To Change. Has The Way You Interview Kept Pace?
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". For example, in discussions with CEO's and Boards, it is commonplace to hear "comfort with risk," "learning agility" and "global reach" as critical leadership competencies.
The need for robust dialogue around the leadership competencies required for turbulent times is undeniable. Often absent from this discussion … how to assess these competencies during the interview. Now more than ever, the interview is a make or break issue.
Although engaging the candidate is an important facet of the interview, make sure to:
Approach the interview as if it were a critical business meeting, e.g., develop a game plan prior to the interview.
Remember, "success" draws verifiable evidence of past success.
Employ a consistent approach when dealing with multiple candidates.
Make the candidate feel comfortable and be transparent about your organisation and the mandate at hand (this is ultimately in both parties best interest).
Write-up the interview.
Within a multi-stakeholder environment several key questions emerge:
Have the appropriate stakeholders been engaged in the process to solicit their insights on the ideal candidate profile?
Does everyone interviewing the candidate know their specific role and respective focus/probe areas?
Is there clear alignment amongst all stakeholders as to what the role-specific leadership competencies are?
Does each interview add value?
Shortcomings in either technique or process lead to poor decisions when evaluating "FIT". They become even more concerning when set against the new lexicon of leadership. Anyone who interviews as part of their role should ask "What am I and my organisation going to do to improve the way we interview?" Your capability to attract and assess top talent will continue to be critical to both your personal and your organisation's success. Indeed, it just might be dependent on it.
The best business minds of our times have understood that people are critical to success.
A great HR leader is arguably still the most valuable person in an organisation. What has changed is the function of the CHRO role in today's age of disruption. On top of navigating the complex challenges of the labour market, the modern CHRO has to tackle critical issues such as changing demographics, the speed of change and the corresponding role of technology while also managing workplace culture and employee engagement.
Some of the more specific challenges facing today’s CHRO are:
Dealing with alternative workforce arrangements.
Creating effective teams when there are multiple generational cohorts.
The increasingly high-tech world of HR.
The good news is that boards of directors have and will increasingly view the CHRO as critical to long-term business sustainable success. However, as their role continues to rapidly evolve, CHROs will require new and broader skill sets that allow them to tackle the changes and challenges of today's disruptive times.
An insightful piece by Jessica Pezim, Principal Consultant at The Bedford Consulting Group, Inc, on gender gaps in the C-Suite and the impact of the pandemic on gender parity. Jessica outlines three actions business leaders can take now to set themselves up for future success.
Leadership is evolving to tackle the complex challenge of implementing an environmental and societal transition from a "People / Profit" model to a "Planet / People / Profit" model.
A recent study by TRANSEARCH International Paris, based on interviewee testimony and the analysis of "leadership competencies" from TRANSEARCH International's proprietary tool, reveals the core leadership skills of a Sustainable Leader.
"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.
In June and December 2020 The Bedford Consulting Group took the opportunity to survey Canadian HR leaders on how they were seeing their respective organisations change and what the lasting impacts might be, focusing on business performance, how we work, culture and leadership trends. The HR survey results provide valuable insight to help you approach and position your organisation for success in 2021 and beyond.
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.