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

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

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

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

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

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch »
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If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:

  • Coaching is about framing the conversation such that the coachee finds their own way (power to).
  • What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
  • An experienced coach learns how to work from a beginner's mind.
  • To coach is to listen in the way the coachee has always wanted to be listened to.
  • To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
  • Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.

Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch »

Coaching the CEO »
transearch.com (PDF)

Coaching is a given in virtually every form of endeavour where excellence is the benchmark of success. However, research suggests that only about one-third of CEOs receive formal coaching. Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility. John Burdett explains the benefits of coaching and presents a 'Coaching the CEO' template.

Coaching the CEO »

Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin »
transearch.com.au (PDF)

To lead is to be in the people business - present and future. Talent management generally, and talent acquisition more specifically, are strategic. How do we define the qualities that shape the leadership we need? How do we start to create tomorrow's leadership today? John Burdett outlines the linchpin role that (the right) leadership competencies play in transforming talent management into a competitive advantage.

Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin »

Talent Acquisition - The Battle For Tomorrow »
transearch.com (PDF)

Recruitment has always been a battleground of sorts. Three issues combine to make it evermore so:

  • Scarcity - the ever-increasing difficulty and, indeed, frustration of uncovering talent.
  • Talent acquisition is part of a wider talent management system and if the other elements in the system (e.g., leadership development, coaching, performance management, a culture that supports team effectiveness) are poorly thought through, excellence in the actual hiring process is quickly lost.
  • In a world unfolding faster than it ever has in human history, recruitment is, and must be, strategic.

Discover how to make talent acquisition a competitive advantage.

Talent Acquisition - The Battle For Tomorrow »

It Doesn’t Benefit Your Business to Ignore Signs of Recession »
transearchusa.com

An undercurrent throughout this year's AEC Advisor's Chief Executive Summit in Manhattan was looming concerns around political upheaval and a softening economy. Pervasive topics of conversation included how leaders might prepare for an uncertain future, and how a business downturn might manifest itself. Chris Swan, Managing Director with TRANSEARCH International, helped sponsor this inaugural event and explains how leaders can prepare for a potential downturn.

It Doesn’t Benefit Your Business to Ignore Signs of Recession »