A Vital Message For Emerging, High-Potential Leaders

Put a group of ambitious, first-time business leaders in a room together today and the discussion will likely turn on top-line revenue growth, the challenges of entering new markets, risk management and what politicians should do to stimulate economies.

Each of those deserves attention in this especially volatile global business environment, but perhaps none as much as the cross-functional performance lever that is 'talent management'.

No matter one's experience, education, functional expertise or industry, the ability to inspire and lead talented individuals and teams to higher levels of business performance is central to enterprise success, and will be for years to come.

Now more than ever before, talent management is everyone's business. It is the lever of human potential that can most influence organisational results. Yet it is one so often overlooked, or contained within the Human Resources Department or given only lip service by chief executives who talk about "people as our greatest asset" yet who have, at the same time, allowed archaic HR practices to tamp down progress.

If you're a business leader, you are indeed a talent manager, and must see yourself as such. This is especially vital for emerging, high-potential leaders who are the next generation of business leadership.

Ours is the epoch when talent, innovation and intellectual property are becoming the prime competitive resources through which business goals and growth are achieved.

Great people most often leave their bosses because those top managers aren't connecting the needs of superior talent with organisational priorities. Leading companies excel with progressive talent management practices and policies.

It's time for every manager to commit to talent management as a continuous cycle for renewal and repositioning in a business world whose tectonic plates are shifting faster and with more risk and opportunity at stake than ever before.

Six Key Challenges Identified By C-Level Leaders

A recent TRANSEARCH survey among C-Level leaders regarding their experiences and priorities in a shift to the "new normal" identified six key challenges:

  1. Improving organisational agility and flexibility is seen as the major challenge during and after the pandemic.
  2. Keeping up motivation, engagement & team spirit as well as inspiring trust are most critical for high efficiency.
  3. Major HR challenges are to maintain efficiency despite remote work and to find top talents for transforming the company.
  4. The current situation requires a strong focus on change processes, entrepreneurial spirit and emotional intelligence.
  5. Companies most urgently need digitalisation experts, transformation managers and digital marketing experts.
  6. Keeping sales performance & service levels high and the supply chain running are the major operative challenges.

TRANSEARCH provides a platform to its network of C-Level leaders for discussions on how to come out of the crisis stronger. For further information about the survey or discussion platform please get in touch with Dr. Carlo Mackrodt or Dr. Stefan Schwaenzl.

Three Tips To Prepare For Returning To The Office
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How prepared would be if you had to return to the office right now? Whether gripped by fear or thrilled with excitement, at some point sooner than later, you will need a pragmatic answer to this question as companies ask workers to transition from fully remote work to some form of a return to the office.

While most organisations plan employing a hybrid return to work model – a mix of virtual and on-site work - being ready for any and all formats is pivotal. Chris Swan and John Ryan provide practical advice from experts on how you and your organisation can prepare for it.

Read "Three Tips To Prepare For Returning To The Office" leadership insights

Ten C-Level Learnings During The Current Crisis
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TRANSEARCH International organised a number of C-Level roundtable sessions and conducted personal interviews to facilitate peer-to-peer dialogue regarding their experiences and priorities in an environment of the "new normal". Here are "Ten C-Level Learnings During The Current Crisis":

General Business Impact Of The Coronavirus

  1. Culture will be the future game changer.
  2. Innovations leading to higher customer benefit are key.

Impact On Operations

  1. Leaders have to spend more time communicating with employees.
  2. The focus needs to be on team building and professional onboarding.

Impact On Processes

  1. Transparent KPIs will be more important than ever.
  2. New ways for cross-fertilisation and innovation need to be found.

Impact On Organisational Structures

  1. Organisational structures will change from hierarchies to networks.
  2. Roles will be defined by content and contribution instead of formal hierarchy levels.

Impact On Human Resources

  1. Values and expectations regarding leadership are changing.
  2. Strategic HR management will be a key enabler and needs to be positioned at C-Level.

TRANSEARCH provides a platform to its network of C-Level leaders for discussions on how to come out of the crisis stronger. For further information please get in touch with Dr. Carlo Mackrodt or Dr. Stefan Schwaenzl.

Psychedelic Medicine: The First Five Executive Roles To Hire For
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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.

Read "Psychedelic Medicine: The First Five Executive Roles To Hire For" leadership insights

Sustainable Leadership: 5 Key Recommendations
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5 key recommendations from 53 Senior Executives for a successful journey towards sustainability asks:

  • What motivates small and large companies to strive for sustainable business models?
  • How do companies succeed in their sustainability journey?
  • How do leaders and Human Resources integrate sustainability in their strategy?

To explore these questions, a cross-sectional sample of 53 Senior Executives were interviewed from global companies, NGOs, and consulting firms. Drawn from the interviews are 5 key recommendations:

  • Deeply connect sustainability with your company's purpose
  • Embed sustainability in every strategic goal and boost its impact
  • Do not underestimate the whole transformation journey
  • Place collective intelligence and innovative collaboration models at the core of the transformation
  • Find the right engine to boost the transformation

Learn more about the recommendations.

Read "Sustainable Leadership: 5 Key Recommendations" leadership insights

Onboarding During A Pandemic - Are We Doing Enough?
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Proactive organisations have adapted their induction and onboarding programs to online platforms using structured programs to introduce new hires to key stakeholders and introduce them to key review and decision making platforms.

But we all recognise that integrating with a new organisation is not just about identifying with the mission of the business or delivering performance. It is as much about forming bonds with your colleagues, listening to stories to build a sense of history with the organisation, water cooler / coffee machine discussions about dos and don'ts, understanding the political structure of the company etc.

Rahul Mathur questions whether we are doing enough to support onboarding during the pandemic.

Read "Onboarding During A Pandemic - Are We Doing Enough?" leadership insights

Mental Health, Virtual Integration & 'Remote' Compensation
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After enjoying the comfort and cost savings of working from home, would you rule out a potential job if remote wasn't an option? Ever struggle logging into a video meeting and then face "technology bias"? How about your employees' mental health – are you seeing resilience or deepening depression?

These compelling questions and issues, impacting workforces the world over right now, were explored recently during TRANSEARCH USA's Executive Human Resources Virtual Roundtable.

The following are key themes that emerged and some useful guidance for HR professionals.

Read "Mental Health, Virtual Integration & 'Remote' Compensation" leadership insights

People Are Critical To Success

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.

Insights from "The New Role of the CHRO in the Age of Disruption" by Darren Raycroft #hrexecutive #humancapital #hr #chro #humanresources

The Culture Conversation

Culture isn't an end in itself. It's the engine that enables the business to win in the marketplace. In a successful organisation, it also shapes every aspect of the leadership conversation. And, if you get it right, it's the one thing the competition can't copy.

Moving beyond today's crisis isn't simply about having a better plan. To come out of this stronger means thinking differently about the business that will emerge. Some aspects, those that make the business special, must be protected. Other elements will have to be transformed. Elsewhere, the challenge means initiating "a new beginning".

Pulling everything together; the container that allows diversity to flourish; the system that provides meaning and supports momentum; the performance platform that enables a winning value proposition - are described by one simple term: "Culture". The challenge? The culture conversation we have now will determine not only what is possible but, more importantly … what becomes possible!

When tomorrow will be different, it's not enough to continuously improve on what you have always done. Two things are clear:

  1. Today's leaders see culture as essential to future success.
  2. Though it may be important, top teams don't spend much meaningful time on it.

The central question becomes "why?"

That culture is perceived as a slippery and esoteric concept is the start of it. That measurement is largely ignored is also clearly part of it. But the heart of it? Top teams struggle in knowing how to have the culture conversation.

"The Culture Conversation" explores critical issues:

  1. The Culture Carriers
  2. Look, Listen, Learn
  3. The Building Blocks
  4. Is the Organization Managing Its Culture?
  5. What Makes the Business Special?
  6. One Culture or Many?
  7. Measurement
  8. Strategy Versus Culture
  9. A Team of Teams
  10. Without Leadership You Ain't Got Much
  11. The Orxestra Change Model
  12. CULTURE ASSESSMENT

Download "The Culture Conversation" today » https://www.transearch.com/orxestra/downloads

Seed Your Re-invention

Losing a job or losing fit due to decline in an industry can be difficult, but these developments can also help seed your re-invention. Your severance pay can fuel this ambition, and you can use skills that perhaps were not necessary for your past role to leverage your future success. You get to decide how to strategize this and how to spin it. Change gives you the chance to see your experience, skill set and goals from a different vantage point. That’s empowering. Use the momentum.

When HR professionals are reviewing materials to assess potential fit, they look to see if you have experience enacting the functions they need. If they are looking for a PR specialist or a licensed mechanical engineer, they are likely to recruit candidates who have done the job. If the setting is different but the competencies are the same, that often bodes well for fit.

It may be a cultural shift, but you can tell the story of how being a change agent is a comfortable role for you, once you’re ready to embrace again.

Insights from "How To Transition Into A New Industry" by John Ryan.

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