The Bedford Group TRANSEARCH 2021 HR Leaders Survey Report
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Bedford Group/TRANSEARCH's expertise in executive search and talent strategy solutions has provided first-hand experience with the trials, tribulations, challenges and opportunities that HR leaders faced over the past year.

This snapshot report provides valuable insight to help you approach and position your organisation for success in 2022 and beyond.

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2021 Board and Executive Compensation in the Technology Industry
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Bedford Group/TRANSEARCH today announced publication of the 2021 Executive Compensation Report in the technology industry. This is the company's first annual industry-wide survey of compensation awards and practices of publicly traded North American technology companies.

This report is a precursor to an upcoming 2022 Bedford report that will analyse the compensation awards and practices of small, privately-held technology companies including tech start ups.

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Ascension Deficit - The Challenge of Finding Leaders for the Life Sciences
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Wherever you look, demand is high, supply is constrained. Nowhere is this more true than in the hyper-competitive arena of executive and board search. And in no other sector has competition reached a higher pitch than in Healthcare and the Life Sciences.

Howard Pezim and Darren Raycroft have weathered the same uncertain times we all have. As partners and managing directors of the Bedford Group TRANSEARCH, and co-leads of the executive search firm’s Healthcare and Life Sciences practice, their time has also been spent in the eye of a hiring storm. Finding tomorrow’s Life Science leaders has never been so challenging, nor the competition more fevered.

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Systems-Level Thinking And Leadership For Our Times
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Looking around at the ways our lives and work have been altered in the past 24 months alone, it is easy to acknowledge that transformational change has been the constant and human behaviour the variable.

Global business executives with deep corporate experience, significant industry insight and functional expertise continue to be challenged by questions about topics they could never have imagined would be ushered to the boardroom or resurfaced for re-examination.

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Inclusion In The Post-COVID Workplace
aesc.org

This latest article from the Executive Talent magazine by the Association of Executive Search and Leadership Consultants asks, "Going forward, how can C-level executives best ensure cultures of inclusion in the post-COVID workplace, and in turn, best attract and retain top talent?"

"Thought leaders, executives, government entities and researchers have published, persuaded and pleaded the clear case for inclusion. Change has been slow despite the data-driven case for inclusion, but the numbers speak for themselves."

TRANSEARCH is a proud vetted member of the worldwide Association of Executive Search and Leadership Consultants (AESC) and adheres to the AESC Code of Professional Practice. Discover how you can be assured that we are able to serve as trusted advisors for your most important engagements at transearch.com/about-us/aesc-membership.

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Great Organisations Are Built Around Great Teams
transearch.com (PDF)

Leadership, as it must be, is strategic. It's to step back, see the big picture and, to the extent possible, create tomorrow in the room, today. Covid is but one piece of a chaotic and ever changing political, economic, societal, business and interconnected leadership puzzle. At the centre of all of this is 'the team' … a basic and fundamental blueprint for organisational and personal success.

What follows is intended as a practical guide for:

  1. Setting the scene for a virtual team.
  2. A new or established leader who needs to take the team to the next level.
  3. The executive who feels that, as the organisation navigates the turbulent waters of change, the team is losing its impact.
  4. The HR executive, division head or external recruitment specialist (e.g., the executive search consultant) who, in orchestrating team fit, needs to understand the team they are hiring into.
  5. A manager or external resource faced with the challenge of coaching the team.

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The Way of the Dolphin Webinar by John O. Burdett

In a post COVID world, organisational agility isn't something that is a 'nice to have.' It becomes more imperative as we realise the next Black Swan event might be just around the corner. Agility must be embedded into every aspect of the organisation's culture and must be integral to the organisation's design. It should be evident in the organisation's value proposition and must be evident in every customer touchpoint.

More than anything, agility is a way to think, it's a mindset, and as such, without 'leadership' you still don't have much. The type of leadership required exudes, encompasses, encourages, and expresses agility in everything the leader does. Which leads us to the 'The Way of the Dolphin'.

Leading the webinar is 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 organisation culture, for some of the world's largest corporations. John has published 14 best-selling books on leadership, many of which can be downloaded from all the major online bookstores or by contacting your local TRANSEARCH office for a copy.


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.

Searching For The Agile And Proven Leader

A special breed of leader

Global corporations are looking for a special breed of leader. Strategic priorities are framing ever more specialised requirements for new executive hires and the selective upgrading of existing management roles. Superior executive talent is increasingly seen as an important lever to calibrate investment in new markets, new products and new innovations.

With existing management teams stretched to capacity, the time has come to reinvest in high performers and to attract the kind of proven leaders who can effectively lead and inspire others while shouldering the pressure of increased performance expectations. Most companies are unwilling to place large bets on untested managers. Many are already searching for richly experienced leaders with a track record of making tough decisions that improve the bottom line.

Global business leaders in today's economic environment generally agree that, at least for the foreseeable future, business decisions will need to be made faster, teams will need to collaborate more effectively than ever, and data needs to inform decisions, not limit them. Today's search for business results is a search for both experience and agility.

Adjust, adapt and change course as and when necessary

Today's business mantra suggests that one thing is certain: leaders will be faced with more volatility, uncertainty, change, and ambiguities than they have faced before. This explains why there is such a large premium on the right mix of leadership experience and specialised know-how. Yet it is agility - the capacity to move quickly and easily through a potential minefield of business challenges - that is mounting in importance when it comes to finding and attracting business leaders who can make an immediate, as well as lasting impact.

The capacity to be open-minded enough to consider the full implications of their decisions and their interactions with colleagues, subordinates and customers is a critical leadership trait. Mental agility requires top leaders to abandon cognitive rigidity and absorb the full panoply of solutions to problems, especially those they have not encountered before.

While businesses around the world charge toward improved performance and results, they must demonstrate a willingness to test prospective new hires' true agility. After all, as the world we've known for so long changes so quickly around us, the very best executives will show they have what it takes to adjust, adapt and change course as and when necessary - and know when to stick to their convictions.


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.

Productivity And Positivity Are Keys To Reaching Your Goals

Economic challenges and lacking corporate resources are enough to frustrate even the best-laid business plans - and the best global leaders.

Yet that reality is nothing new to executives the world over who've faced difficult challenges - perhaps defining or redefining ones - during the course of the last few years as economic uncertainty and challenging environments have combined to reduce management confidence and investment.

It's time to turn the page

To turn the page requires some level of individual renewal deep within each one of us. It calls us to look to the future for the seeds of opportunity and to purposefully and regularly cast out the doubt that has at times paralysed our decision-making process or clouded our view so much as to render any meaningful strategic planning useless.

Global leaders must seize on every single day to find not only their highest and most rewarding calling, but to manage the demands on their time and focus so they can elevate or maintain their own personal productivity at the highest levels possible.

The alchemy of reaching your business and career goals is the combination of that productivity with a healthy measure of optimism and positivity, no matter what the world might throw at us in the months to come.

Productivity and positivity matter

A positive attitude coupled with an enterprising or promising outlook can endear today's global executive to their teams, colleagues and peers. To be the source of positive expressions about the things we can control might well serve others as much as ourselves. If difficulty is inevitable, it's up to the leader to enlist the support of colleagues and friends and explain why it's a test worth the best of every person around us. We can choose to shrink from it, or rise to it.

To do the latter, we must accept our circumstances and commit to improving them, through a combination of hard work, commitment, support for one another in the work environment, and a positive, uplifting attitude that inspires others.

If we can find new ways to be more productive and face new challenges with optimism and confidence, we may just find the pathway to achieving what's next in our organisations and for our careers.


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.

Replacing Fear With Fortitude

The matter of fear

One of the reasons a weekend respite from one's executive leadership responsibilities – or a longer holiday break away from the office – can be so productive for one's state of mind is because it allows us the time to reflect on our work and absorb important lessons learned by others.

There is no shortage of illuminating quotes, allegories and simple epiphanies circulating on the Internet, in social media and in a multitude of books and short stories that provide ample education for those of us willing to learn and absorb to improve ourselves as leaders and people.

Over time, one will recognise that many of these lessons have been shared through centuries of human experience and observation. Whether they come from Plato, Churchill, Lincoln or others whose own leadership journeys have transcended their own time on Earth, there is much to learn and model as we try to lead and inspire others.

Yet there is one particular topic that many of history's teachers seem to have observed as a critical litmus test upon which they felt compelled to opine. That topic, and one that merits serious contemplation by today's global executive leaders, is the matter of fear.

Understand the role that fear plays

Sure, we're all familiar with the words attributed to United States President Franklin Delano Roosevelt, who said, “The only thing we have to fear is fear itself.”

But there is a striking focus on the part of some of the most revered leaders from a great many walks of professional life on the topic of fear that suggests – particularly in the COVID-19 dominated environment in which we all operate today – that we would all be better served to understand the role that fear plays in our daily life, our identity and our interaction with others.

The truth, in the opinion of many of the world's most historically significant leaders, is that fear is holding us back from achieving all that we are capable of realising, in our workplaces, our homes and our relationships.

It is also likely holding back our employees and our organisations, as an extension of the fear-based decision making of those with authority. Just consider these interesting observations about fear:

  • Fear means, Forget Everything And Run, or Face Everything And Rise
  • Fear is: False Evidence Appearing Real
  • The fears we don't face become our limits
  • And, this, a quote from American author Jack Canfield: "Everything you want is on the other side of fear."

Understand fear better

As one considers the existence of fear as part of everyday humanity, and the need to overcome it to achieve maximum human and organisational performance, it is striking that so many leaders who have come before us have focused so consistently on fear as an obstacle to success.

Yet as we consider the drivers and consequences of fear, we must also realise its duplicitous nature. Many of the most admired global business leaders have admitted that, particularly in their formative years and even more consistently for those who grew up from hardscrabble childhoods, fear was both a constant companion and catalyst to the very actions and habits they created to achieve greatness.

Maybe this is why fear itself is so big a challenge for global executive leaders to figure out. On the one hand, fear motivates action. On the other, it also denies us from the future we could achieve.

For these reasons, consider this a call for you to consider the influence of fear on how you behave, how you lead, what you say and how you interact with others. You may just find that fears are holding you back, and if not, all the more time for you to help others acknowledge and address their own fears.

After all, the more fears are holding back others, the bigger the impediments to their success and fulfilment, and in part, our own.

So, examine your own life to understand fear better. Once you do, you may find your mastery of fear and the development of individual fortitude can help you get to where you're going, faster and perhaps more confidently than ever before.


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.