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:

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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.

Read "How Leadership & Seizing Opportunities Can Supercharge A Clean Economy Revolution" leadership insights

Story is Culture and Culture is Story

Tomorrow's successful leader will be someone who can slalom through the white water of unanticipated disruption and culture change. To that end, little is more important as a navigation aid than the organisation's story. That story has five essential building blocks:

1) Where are we headed?
2) What do we believe in?
3) What makes us special?
4) What is our brand promise?
5) How do we make a difference in people's lives?

Story is culture and culture is story. Yesterday, strategy informed culture. Moving forward, culture enables strategy. If you are not measuring culture ... you are not managing it.

Insights from "Speed of Learning: The Ultimate Competitive Advantage".

Reinventing Risky Acquisitions
transearch.com

Could a new Chief Financial Officer help a global corporation re-invent several risky acquisitions and engage their regional teams in a new business strategy? The challenge was to find a CFO capable of partnering to turn-around the failing elements of the new portfolio and create a dynamic new corporate strategy all could buy into.

To find the right candidate our highly specialised consultants leveraged our proprietary TRANSEARCH Orxestra® Method, undertook extensive search effort, conducted a battery of behavioural interviews, and took each candidate on a deep dive regarding corporate culture and their ideas for stringing together multiple teams in a vision with shared values and commonly aligned business priorities.

This resulted in the appointment of a candidate we recruited from a larger, globally respected corporation who had offered a compelling capacity to turn things around in the region and a commitment to unify the cultures binding employees across many different countries.

Read the full case study to discover the impact of the hire and the client's perspective.

Read "Reinventing Risky Acquisitions" leadership insights

Seven Surprises for New CEOs
hbr.org

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:

  1. You can't run the company
  2. Giving orders is very costly
  3. It is hard to know what is really going on
  4. You are always sending a message
  5. You are not the boss
  6. Pleasing shareholders is not the goal
  7. 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.

Read "Seven Surprises for New CEOs" leadership insights

If you are not fast, you are going to be last!

As the momentum of business both increases and accelerates, a culture where learning how to learn becomes a high priority. And it is not just learning fast at an individual or team level but building an environment where speed of learning becomes an organisation-wide competitive advantage.

Consider the questions below.

  1. What needs to change to be flat, fast, focused, flexible and fertile to new ideas?
  2. How will compelling metaphors be introduced to coaching discussions?
  3. What would it take to architect leadership workshops as 'learning how to learn and learning how to learn limited only by imagination'?
  4. In future meetings what are you going to do to change the patterns of play?
  5. Do you measure culture? When and how will you make that happen?
  6. How successful are you in displaying behaviour in line with who the customer strives to become?
  7. How is 'speed of learning' woven into hire and promotion decisions?

If you are not fast, you are going to be last!

Insights from 'Speed of Learning: The Ultimate Competitive Advantage' by John Burdett.

Five Principles For Successfully Navigating Through A Crisis
forbes.com
Posted

"Beyond digital transformation, my hope is that business leaders will continue to understand the importance of advance planning, leading with humility and perspective, supporting their employees through obstacles, fostering two-way communication, and ultimately empowering their teams to strive towards a common purpose or goal."

Read "Five Principles For Successfully Navigating Through A Crisis" leadership insights

There is one fact of life that is impossible to ignore - tomorrow will be (very) different

There is one fact of life that is impossible to ignore - tomorrow will be (very) different. More specifically, the rate of change is getting faster - and about to get much faster. Being faster, however, is ultimately all about how people learn. It's a matter of adapt or perish.

How and what we learn is a product of the:

  • Nature of the experience,
  • Mental model (metaphor, theory, hypothesis, conceptual template) used to access the learning,
  • Quality of the questions posed,
  • Time set aside for reflection, and
  • Follow-up.

Ultimately, an investment in learning is about orchestrating change. In pursuit of that goal, learning starts with the experience. And it's not just learning fast at an individual or team level but building an environment where speed of learning becomes an organisation-wide competitive advantage.

If you're not fast, you're going to be last!

Insights from "Speed of Learning: The Ultimate Competitive Advantage" by John Burdett, Leadership advisor to TRANSEARCH International.