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

Purpose & Progress
aesc.or

"A strong and inspiring purpose motivates employees to stay, to persevere, to go the extra mile. It becomes the 'why of work' that attracts and retains because they are engaged with the vision, programs, social impact or the kind of ecosystem the business is in. They are proud of the product or service, and that makes them stay." - David Wongso, Managing Partner, TRANSEARCH Indonesia.

David contributes valuable insights to this AESC executive talent article on the purpose and progress.

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The Leadership Weave

Unfolding seasons

Nature's plan lies not within any single season but in its unfolding unity. Each season is a special time, but it is the whole that yields nature's wealth. So it is with leadership. Leadership that defines the mission is of the head (winter). Leadership that generates movement is of the hand (spring). Leadership that builds through mastery must touch people's hearts (summer). Leadership that provides meaning has to encompass the spirit (autumn).

Only when all of the seasons are "full," only when each unfolds one unto another can leadership bring about a transformation. Only when the leadership weave is complete can leadership be the difference that makes a difference. For people to give of themselves they need to feel that to change is to step into the light. For people to be deeply committed, they have to believe that the journey they are being asked to take is one that has personal meaning.

Leadership balance

What people are yearning for are leaders who can not only address the head and deliver the hand, but also engage the heart and enrich the spirit. There is overwhelming evidence to support the contention that many of us are well versed in the head and hand. None of us can become masterful leaders, however, until we complete the weave.

In today's turbulent times we believe strongly that to lead is to employ the head; empower the hand; engage the heart; and enrich the spirit. This "leadership balance" - be it found coaching a CEO, our on-line 360° feedback instrument, designing a culture intervention or developing role-specific leadership competences - is central to the Orxestra® experience. Discover the Orxestra® Methodology and get in touch with a consultant to discuss how we can help you find tomorrow's leaders today.

Insights from the book 'New Role, New Reality' by John Burdett, © 2003. A book extract is available from the Orxestra® Methodology page in which John describes the Head, Hand, Heart, Spirit Leadership Model.

The Now, The Next, and The New Normal
aesc.org

"It's important to take lessons out of this rather quickly. So, what can you learn out of this crisis? What can you do? How can you shape your solution? How can you shape your services? How can you shape the sale of your product? This is pretty much something that every single industry or every single client has to think about." - Ullrich Ackermann, Chair of the Board at TRANSEARCH.

Ullrich shares his views on dealing with the ever-evolving status of organisational life, with the AESC.

Read "The Now, The Next, and The New Normal" leadership insights

What Value Creation Should You Expect From an Executive Search Provider?

Taking talent acquisition to the next level

In a world marked by speed of change, doing what we have always done, better (value added) ... is not enough. The right search partner will deliver the ideas, capability and experience to help you take talent acquisition to the next level.

Without access to best practice, forging new ways to think becomes an uphill battle. Without new questions learning is limited. Where successful role models are missing, our extraordinary ability to copy what works cannot kick in. And when thought leadership is little more than "a consulting label" creating tomorrow today becomes a bridge too far. There is clearly a good deal to gain, therefore, from working with best-in-class, external resources.

7 critical areas of distinct value

At a minimum, in addition to sector expertise and international capability, the search provider must deliver distinct value in seven critical areas:

  1. Bring creativity and flair when it comes to attracting top talent.
  2. Help the client "measure" the culture they have today (roots) and the culture the organisation needs moving forward (wings).
  3. Leading-edge tools to build a robust, balanced scorecard for the position.
  4. Develop role-specific competencies for the role in question.
  5. Provide a meaningful process to determine team fit. As with culture, this implies measurement.
  6. Coach inexperienced line managers in how to conduct the interview.
  7. Bring support and appropriate tools to the integration process, and that means a good deal more than the perfunctory call to see if the newly hired candidate is doing okay.

The organisation's story underscores a successful hiring value proposition. Central to that story are the hiring organisation's values. Unfortunately, although the majority of organisations claim to have "organisation values," in many instances, they amount to little more than window dressing. To "win" top talent over even a great story may not be enough. A best-in-class search professional draws out why high performers stay and leverages that insight to inspire the candidate who is happy where they are.

The approach to measuring culture needs to reflect the context. By way of example, an organisation confronting transformational change faces a very different challenge to that of a successful business seeking to better manage the culture they have. It is also important - and especially so in talent acquisition - that the approach describes the cultural journey in business terms.

You can't manage what you don't measure. Talent acquisition devoid of a robust measure of the culture the organisation needs to compete tomorrow … amounts to little more than the hiring executive's "best guess." For a unique and compelling measure of organisation culture see - The A-Z Of Organization Culture. John O. Burdett (2017).

Developing role-specific competencies implies a library of relevant and up-to-date leadership competencies. It also means a proven leadership model that ensures that the competencies identified deliver "leadership balance." For a measure of leadership balance, see John O. Burdett, Attract, Select, Develop & Retain TALENT (2013). Balance denotes fit in four critical leadership areas:

  1. Direction,
  2. Discipline of Delivery,
  3. Development of people, and
  4. Day-to-day Dialogue.

This simple leadership template is the outcome of asking 15,000 leaders in 40 countries, "What do you NEED from a leader?" It is framed in The Orxestra® Methodology: the head (direction); the hand (delivery); the heart (development of people); and the spirit (day-to-day dialogue).

The best candidate vs. the right candidate

Talent acquisition cannot thrive in a vacuum. It's an integral part of the overall talent management system. If you hire great people and coaching is a hard-to-find skill, assume a higher attrition rate than might be expected. If "succession" is poorly thought through expect to go outside for talent more often than is good for the organisation's health. And if the leadership development agenda is found wanting, know that over-hiring for virtually every position will be a given.

The implications are profound. When the seven dimensions of distinct value (offered by the executive search provider) are either missing or short-changed and where the search is delivered as a tactical "replacement" - not as strategic and integral to the client's overall talent management system - the inevitable, default outcome is to hire the best and not the right candidate.

Uncovering the best candidate is, essentially, a beauty contest. It's the corporate version of the popular NBC talent show America's Got Talent. If they look and sound good, give them a ticket to Vegas. On the other hand, finding the right candidate is a matchless investment in building tomorrow's leadership bench strength … today.

Building a BRAND mindset

For many service providers business development is perceived as a kind of wrestling match … where the next sale, overcoming objections and asking for the order become the name of the game.

Delivering all of the elements of fit, landing the right candidate is predicated on a supplier/client relationship that goes beyond "winning the sale." It speaks of a trust-based partnership where long-term success is based on the search provider understanding the client's emerging business need as well as the client does. It defines a way to work where making the client's business better always takes precedence. It builds on a mindset where BRAND means Better Results And No Disappointment.

Successful business development ultimately draws on one simple question, "What do we have to do to ensure that the client views us not as a supplier but as truly part of their team?

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

Insights by John Burdett. Orxestra Inc., © 2019.

Insights from "Talent Acquisition - The Battle For Tomorrow".

Attraction - Making Talent Acquisition a Competitive Advantage

Where "attraction" starts

Uncovering and then attracting outstanding talent is, for the majority of business leaders, the human resource equivalent of a wing and a prayer. This represents a huge talent acquisition shortfall. No matter the quality and level of investment in the rest of the talent process, the simple truth is you can't hire talent you don't attract.

"Attraction" starts with good research. With social media and AI destined to play an ever-bigger role and as algorithms get better, a good deal of that covered under the term "sourcing talent" will be automated.

For example, HireVue offers AI-based, video analysis of the candidate's facial expressions, body language and tone of voice to conduct on-demand interviews. Predictive analytics, on-line psychometrics using advanced algorithms overcome interviewer bias. Chatbots can conduct initial, virtual, screening interviews. Data mining algorithms can delve into, virtually, every aspect of the candidate's background. Unilever, for example, by 2019 had already put 250,000 candidates through an algorithm-driven selection process. Blockchain technology, acting on behalf of the candidate, lies around the corner.

The promise of digitalisation is about to become fact.

First contact and beyond

Early in the hiring process, no matter how the candidate was identified, comes the, so important, first contact. The executive you want is unlikely to be the one who is eager to jump ship. Outstanding leaders are successful where they are. Their response to an initial overture is likely to be, "I have a great job here, why should I join ABC Company?" The organisation's reputation, the company's website, the right information succinctly delivered and the ability of the caller to share the organisation's story (hiring brand) all help the cause. That said, for top candidates these provide only part of the answer.

What the reluctant candidate really wants to know is, "What is it really like to work in this business you are representing?" You can invite me to drink the Kool-Aid, I'll visit the showroom and I'll even wear the T-shirt, but tell me, what's this organisation really all about? What's under the hood?" Enter stage left a simple insight … what keeps top talent attracts top talent.

Inspiration rests, in no small measure, on the perception that what we are being told is authentic. Seasoned leaders are quick to recognise even a whiff of bovine effluent. The recruiter, be they working from within the firm or not, clearly has a vested interest in gilding the lily. Meanwhile, if the recruiter (researcher) works for an external provider (e.g., executive search), any response that describes what the hiring organisation is really like to work for - that is anything less than totally authentic - comes across as little more than a warmed-over version of what the candidate expects to hear. And don't imagine for a moment that the candidate doesn't hear "the sell" in every phrase and nuance of what they are being "sold." Nothing beats presenting the facts. Nothing has the emotional impact of the truth simply presented. Nothing is more influential than an authentic voice.

Inspire top performers

Convey the right information and the candidate is informed. Introduce the organisation's story and the candidate starts to get involved. Share why the organisation's top talent chooses to stay and the candidate is inspired. The very best candidates are reluctant to move. It's not enough to inform. It's not enough to involve. To attract top performers … you have to inspire them.

Insights by John Burdett. Orxestra Inc., © 2019.

Insights from "Talent Acquisition - The Battle For Tomorrow".

The Key Challenges and Opportunities in Human Resources - A Study by TRANSEARCH Romania

"Never let a good crisis go to waste" as Winston Churchill famously said. COVID-19 and the impact on people, operations and business give us an impetus to develop fresh ideas in Human Resources and to review Leadership Skills.

During the last weeks we received valuable feedback from our clients and candidates; their approach to the ongoing changes, and how they intend to come out of this crisis even stronger!

We are delighted to share our findings with you. The original survey was conducted distributing a questionnaire; to over 300 CEOs, Managing Directors and Human Resources Managers in Romania and across Europe.

Key Findings:

  • Maintaining efficiency while working from home
  • Maintaining motivation and engagement
  • Improving organization's agility and flexibility
  • Leading through change with an entrepreneurial spirit underpinned by emotional intelligence
  • Need for profiles in Automatization/Robotics, Digitalization and Transformation/Change

For more information please visit TRANSEARCH International Romania on LinkedIn.

Critical talent management actions

Talent management is a system within a system: the organisation's culture. Get talent management wrong and the organisation's culture will be misaligned with the customer's emerging needs. Critical talent management actions to turn the organisation's talent management approach into a competitive advantage include:

  • Leadership development
  • Coaching
  • Mentoring
  • Storytelling
  • Performance management
  • Succession and replacement
  • Talent acquisition
  • Team excellence

Tomorrow, of necessity, talent management will be about resilience, reinvention and recognising that the ideal organisation design reflects how, given a choice, people would choose to work together. Investing in the most efficient way to develop talent, putting muscle behind the succession process and, generally, building a cadre of leadership talent, will allow your business to survive and thrive in turbulent times.

Insights from "Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin" by John Burdett, Leadership advisor to TRANSEARCH International.

The Culture Conversation
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TRANSEARCH International held "The Culture Conversation" webinar on the 8th July 2020.

Culture isn't an end in itself. It is a container for diversity. It both frames and supports the organisation's value proposition. It is the bedrock of a great brand. It is 'the engine' that drives change. It's what separates a great company from the rest of the pack. The greater the change, the more an organisation's culture has to reflect the new reality. Simply put, organisation culture and the leadership challenge implied, is more relevant at this moment than ever.

Leading the webinar was John O. Burdett, who has worked in over 40 countries as an executive and as a consultant for businesses that are household names. He has worked on and continues to work on leadership development and organization culture for some of the world's largest corporations.

For more information please visit www.transearch.com or contact your local TRANSEARCH Consultant.

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Choosing a CEO of the USA - POTUS?
transearchusa.com

Selecting a leader to steer a country is an important decision, but it can be hard to make the right decision with all the opinions and hyperbole humming around us. In our work, we talk a lot about de-risking the selection process and thus shrinking the costs of a miss-hire.

Chris Swan asks what skills and abilities it takes to be a successful President of the United States (POTUS) and how voters (deciders) may evaluate presidential candidates. Chris suggests eight ideas to consider, framed by the four leadership sections developed by John Burdett:

  1. Direction - How a candidate sets the direction for the organisation.
  2. Delivery - How a candidate delivers with discipline in the direction.
  3. Development - The character and emotional range that runs through a candidate.
  4. Day-to-Day Dialogue - How a candidate communicates these ideas to others.

Read "Choosing a CEO of the USA - POTUS?" leadership insights

Talent management is a system within a system: the organisation's culture

Talent management is a system within a system: the organisation's culture. Get talent management wrong and the organisation's culture will be misaligned with the customer's emerging needs.

Tomorrow, of necessity, talent management will be about resilience, reinvention and recognising that the ideal organisation design reflects how, given a choice, people would choose to work together.

Talent management is ultimately about hard data and tough choices – who to hire and promote, investing in the most efficient and fastest way to develop talent, putting muscle behind the succession process and, generally, building a cadre of leadership talent that will allow the business to survive and thrive in turbulent times.

If you can't imagine it, you won't reach it. If you don't measure it, you can't manage it. Strive to develop tomorrow's leadership competencies with purpose, precision, pragmatism and no little passion.

Insights from "Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin" by John Burdett, Leadership advisor to TRANSEARCH International.

Defining the future way of working over the next six months
transearch.com.au

This crisis is demonstrating that the way we behave, interact and communicate may have changed forever. Bill Sakellaris, in speaking with clients and candidates, a broader professional network, and friends, has observed a transitioning of thought and behaviour in people and organisations. Bill captures his thoughts on risk mitigation strategies, the assessment of leadership teams, organisational capability, and dealing with disruption.

Read "Defining the future way of working over the next six months" leadership insights