Building the Highway to Growth
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The AEC sector is rapidly growing and evolving. But the highway ahead is not without some forks in the road. An aging workforce, coupled with the great resignation, has created a critical talent shortage. Inflation and supply chain crunches are also headwinds. How will AEC firms come out on top?

In this article, Chris Swan explores key trends shaping the industry and offers valuable tips and advice for engineering a prosperous path forward.

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CEO Compensation in the US MedTech Industry
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The 2022 Bedford Report on CEO Compensation in the US MedTech industry focuses on micro, small and mid-cap companies, and is representative of Bedford's ongoing commitment to aiding organisations in the medical technology, health technology and medical devices sectors to attract and retain exceptional Board and Leadership talent.

Darren Raycroft, Howard Pezim, Frank Galati and Samantha Van Tighem contribute their thought leadership, industry expertise and specialist research skills to bring you this first annual industry-wide survey of compensation awards and practices in the sector.

The NEW 2022 Bedford Group TRANSEARCH Report on CEO Compensation in the Medtech Industry is now available for download today.

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Unearthing Materials, Talent, Social Purpose & ESG to Power the Green Economy
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In addition to energising the 'green shift,' actions centred on Environmental, Social, and Governance (ESG), prioritising diversity, and attracting/retaining top talent by highlighting organisations' greater social purpose, are critical trends in mining.

Cynthia Kaplan looks at these trends and provides helpful advice on how substantive action can catalyse the mining sector for a bright-shining present and future. Find out more about unearthing a robust talent pool.

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4 Ways AEC Firms Can Create Climate Resilient Spaces
transearchusa.com

Environmental, Social, and Governance (ESG) is not merely a buzzword but a business imperative. Investors and Boards have tasked business leaders with creating and funding strategic business goals supported by a purpose-driven ethos from employees, partners, vendors, and customers to pursue sustainability missions.

Here are four smart tips for creating a more sustainable and environmentally friendly company culture and practical strategies to reduce emissions, eliminate waste and support sustainable sourcing.

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3 Strategies to Fuel the Shift to Clean Energy Jobs
transearchusa.com

The prospects for sustainable power jobs to surge are very bright. Today in the U.S., clean energy is already the biggest job creator across America's energy sector, employing nearly three times as many workers as work in fossil fuels, according to the environmental entrepreneurs' group E2. More Americans work in clean energy than elementary school teachers, bankers, farmers or real estate agents.

What we are in fact seeing evolve in energy is the Great Resignation transforming into the Great Transition. With so many fossil fuel workers seeking a new career path in clean energy and the Biden administration pushing a green mandate, the timing appears ripe for jobs in sustainability to boom.

Here are three strategies companies can pursue to boost the green energy shift into full gear.

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4 Tips to Proactively Turn Passive Prospects Into Engaged Candidates
transearchusa.com

Job seekers have more clout today than perhaps at any time in history. Now is the time to engage prospects early, efficiently, and in a very personalised way; to sell people on everything your company has to offer.

John Ryan provides 4 helpful and useful tips on finding, engaging, and converting great talent into top-notch candidates who choose your company over the competition.

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12 Ways The Business Context Is Changing

The organisation that got us here won't get us to where we need to be. The environment, and social and corporate governance (ESG) on their own demand new ways to think and act. Factor in the urgent need for diversity and inclusion, a whole generation who are disenfranchised economically, the combined and unrelenting forces of digitalisation, talent shortages, remote employment, market entrants that reinvent the sector, the avalanche of disruptive technology that lies just around the corner and we have little choice but to uncover new ways to organise.

Shareholder value » Stakeholder value - Unless all of the stakeholders count, none of the stakeholders count.

Leadership based on "same as me" » Leadership recognising the value of diversity - The greater the difference on the team, the greater the difference the team can make.

Strategy dominates the executive conversation » Culture takes centre stage - Long after the strategy has been shredded, what will endure is your culture.

From Head (direction) and Hand (delivery) only leadership » Leadership that also engages the Heart (developing) and enriches the Spirit (authenticity, empathy) - Leadership balance: Head, Hand, Heart and Spirit.

Rewards, benefits, goals and corrective feedback are the dominant force in shaping behaviour » A compelling purpose and work that matches capability with opportunity - Unless all of the stakeholders count, none of the stakeholders count.

A mindset where the employee supports the customer » The employee is treated as if they were a customer - Happy customers draw on happy employees.

A culture of feeling disillusioned, disconnected and discontented » A culture where there is a genuine sense of belonging - Research suggests that a sense of belonging is the single most important factor in retention.

A business development process dominated by "How do we make money from this relationship?" » A business development process that focuses on "How do we best contribute to the customer's/client's success?" - Without trust, you ain't got much.

An organisation reliant upon hierarchy » An organisation that is Focused, Flat, Fast, Flexible, and Fertile to new ideas - The organisation is a team of teams.

The team works for the leader » The leader works for the team - Servant leadership prevails.

A platform where "what" people learn has precedence » A setting where "how" people learn becomes the priority - Speed of learning is the only truly sustainable competitive advantage.

A reliance on rules » A climate where the organisation's values give people permission to act - Research suggests globally only about 15% of employees are engaged.

Insights from "Is It Time To Revisit Your Organisations Values?". Download your copy from our website today https://www.transearch.com/orxestra/downloads


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Is It Time To Revisit Your Organisations Values?

The organisation that got us here won't get us to where we need to be. The environment, and social and corporate governance (ESG) on their own demand new ways to think and act. Factor in the urgent need for diversity and inclusion, a whole generation who are disenfranchised economically, the combined and unrelenting forces of digitalisation, talent shortages, remote employment, market entrants that reinvent the sector, the avalanche of disruptive technology that lies just around the corner, and we have little choice but to uncover new ways to organise.

The organisational shift demanded falls firmly within the realm of the organisation's culture. Culture is a system. Systems thinking means striving to understand the relationship between each element. And this is where the organisation's values make their entrance. Values are a loadstone, a core/central element in culture that brace (link) the other elements; in particular, the four central pillars of organisation culture: purpose, diversity/inclusion, brand and speed.

Insights from "Is It Time To Revisit Your Organisations Values?". Download your copy today https://www.transearch.com/orxestra/downloads


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

COURAGE: Mental Strength, Tenacity and Perseverance
transearch.com (PDF)

As you think about these troubled times, we would ask you to reflect on the language of leadership. In particular, a word that is currently very much on our mind… COURAGE.

As we dig deeper, the following leadership themes demand a level of comfort with being uncomfortable beyond anything previously asked of us:

  • Curiosity beyond simply a keen interest in your surroundings.
  • Organise the business with tomorrow in mind.
  • Understand what keeps top talent.
  • Resilience by learning and growing from experience.
  • Accept that creating tomorrow's customer is the very heartbeat of ongoing success.
  • Get fast or get out of the way.
  • Engage the heart and enrich the spirit.

Insights from "COURAGE: Mental Strength, Tenacity and Perseverance" by John O. Burdett. Download your copy today https://www.transearch.com/orxestra/downloads

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10 Succession Failures And How To Avoid Them

Ultimately, the true measure of a leader isn't what they achieve while in office – it's what they leave behind. That even after the heaviest storm … you can still clearly see their footprints in the sand.

Without effective succession planning, tomorrow will, at best, be a replay of today. Here are 10 ways in which succession can fail and how to avoid them.

1. Lack of direction from the Board

The ultimate accountability for succession lies with the HR Committee of the Board, but it is no less a fiduciary responsibility for the CEO and the top team. Indeed, anyone privileged enough to hold down a leadership role has an ongoing responsibility to develop a successor.

The need? A far more rigorous approach to Board selection. A periodic assessment of Board "fitness for purpose". A regular review of governance provisions. Appointing adjunct Board members with specialised experience and know-how – for example, organisation culture, technology, the succession process.

2. A broken or incomplete process

A flawed process has one defining characteristic – it's not going to take you where you need to be. Conversely, a meaningful process displays all the attributes of a good map. It allows you to identify where the beginning of the journey is, where you need to get to and the key steps along the way.

The need? A rigorous and transparent succession process that allows the Board to understand the thinking and methodology behind "the names on the charts". A succession process that delivers a distinct and sustainable competitive advantage.

3. Confusing 'succession' with 'replacement'

'Succession' and 'replacement' planning build on very different assumptions. Replacement is essentially tactical - a contingency plan to put into effect should a mission-critical role unexpectedly become open. Succession is strategic - it's about tomorrow's leadership.

The need? Recognise the inherent value of both replacement and succession but don't confuse the two. Leaving a mission-critical role unfilled for an extended period of time can be horrendously expensive. It may even put the very future of the business at risk.

4. Casting too wide a net

The shorthand for focus is "less is more". This is especially the case when it comes to succession. The challenge? To identify mission-critical roles.

The need? Restrict the work on succession at the top of the organisation to mission-critical roles – the roles that really matter; the roles that, if filled poorly, can sink the ship.

5. Confusing 'high performance' with 'high potential'

Like riding a rocking horse, not everyone who 'rocks' is going places. It's a mistake to assume that outstanding performance translates into high potential.

The need? Define the specific competencies that describe future success in both the mission-critical role and the generic competencies that capture what it means to be 'high potential'. Selection isn't an exercise in abstract thinking. Make both succession decisions and identifying high potential candidates evidence based.

6. Poorly defined leadership competencies

A leadership competency describes future success in the role. It also captures the behaviours that separate an outstanding performer from one who is merely middle of the road. Three common pitfalls: falling back on generic terms; a myopic focus; relying too heavily on the manager in the role to capture the characteristic of future success.

The need? A comprehensive, up-to-date library of future-looking, thought-leadership-based, context-oriented, role-specific leadership competencies that embrace leadership balance.

7. Future culture is a "best guess"

Your culture is your brand. Succession based on wishful thinking is to place a blind bet on the future without any understanding of what you are actually betting on and without appreciating the damage you are doing to the brand.

The need? Responsibility for culture lies directly with the top team. What you don't measure, you can't manage. It is essential to (really) know: 1) where your organisation culture is today, and 2) where your culture needs to be to compete successfully in the future.

8. Coaching is "something we need to get to"

You can't grow the organisation unless you grow the people in the organisation. At the heart of 'growing' people lies coaching. Coaching isn't a 'sometime skill'. It's a systemic way to think about what it means to be a leader.

The need? As the business environment evolves, new knowledge, skills and capability are demanded. Without coaching, succession is an engine of future performance that is not firing on all cylinders. Those at the top must strive to become masterful in the art of coaching.

9. Misunderstanding what it means to be a team

It is little short of managerial incompetence to enter into the succession conversation without the key decision-makers stepping back to assess the future nature, needs and norms that shape the behaviour of the team(s) involved. And it matters … because tomorrow's organisation will be a team of teams.

The need? Factoring in the makeup and working approach of tomorrow's team(s) is a business imperative. As is uncovering meaningful ways to assess the team.

10. Succession candidates are poorly integrated into the new role

Derailment, no matter what form it takes, destroys value. If they don't land, they won't stay. It's not just a matter of fulfilling all of the requirements of the new role. The challenge is to do so as quickly as possible.

The need? A comprehensive executive induction process supported by both an internal mentor and an external coach. Assessment tools, access to supportive materials and the full support of both the hiring manager and HR are clearly essential. We have also found that a well designed and easy to access workbook is invaluable.

Insights from "It's Time To Rethink Succession". Download your copy from our website today https://www.transearch.com/orxestra/downloads


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

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