Culture Assessment

Download your complementary copy of "Leadership: Moving Beyond The Crisis" and go through the assessment either individually or with your team. Review the assessment with two central questions in mind. "Where are we today on the 5-1-5 scale?" And using the same scale, "Where do we need to be?"

Consider, which descriptor best describes where your organisation is today? Score (X) to capture your level of agreement with that statement (5, 4, 3, 2, or 1). A "5" suggests you strongly agree. Repeat to describe where you believe you need to be (✓). How far you look into the future is a factor of the business sector you are in. A good default assumption, however, would be 24 months. It is quite possible, that on any single question, where you are is where you need to be.

In thinking through "Where do we need to be?" consider the following:

  • What did you learn from the Covid crisis?
  • What is special about your business that you must retain?
  • What do tomorrow's customers want to buy and how do they want to buy it?
  • What would it take to attract the customers that are currently out of reach?
  • What would it take to attract and retain the very best people?
  • Digitalisation isn't simply a matter of investing in technology. How are you going to "rewire" the organisation in order that you optimize the return on investment from that technology?
  • What do you need to do to become more agile?
  • What will it take to move faster?

It is also important to ask: "Do we have the leadership in place to make this happen?" "Are all of those in pivotal roles totally committed to this degree of change?" After going through the assessment (including any "From What to What?" dimensions you may have added) identify:

  1. What elements of today's culture are critical to tomorrow's success (Roots); and
  2. The five to seven key changes demanded if we are to start to create tomorrow's culture, today (Wings). More than seven will make the challenge overwhelming.

Joining the points that describe where we are and, similarly, joining the points that describe where we need to be, will give a very helpful, visual "map" of the cultural journey.

Download your complementary copy of "Leadership: Moving Beyond The Crisis" today.

Leaders Must Lead!

There is no substitute for inspirational leadership, someone who:

  • Takes people where they otherwise would not go;
  • Employs the head, empowers the hand, engages the heart and enriches the spirit;
  • Builds a great team;
  • Creates tomorrow in the room today;
  • Is skilled in orchestrating "change".

To those core attributes add resilience, digital savvy, coaching mastery and all that is implied by the word 'focus'.

Here the waters are somewhat muddied by a past body of work defined as "change management". Its origins lie in a time before digitalisation, before ongoing disruption, before today's blazing speed of change and before the need to continuously reinvent possibility. Still an overriding theme in many organisations and, no doubt, invaluable in the past, it is a body of work that needs to be revisited.

Push technology aside today at your peril. That is not to suggest - as many appear to do - that digitalisation/technology/AI, etc., are, on their own, a source of lasting competitive advantage. Culture is a dynamic system and technology an integral part of that system. Culture is the stage - technology one of the lead players. And sitting in the audience? The ever-vigilant customer.

The resilient nature of culture is that it is essentially a series of deeply enshrined habits. And changing a habit doesn't happen overnight. Culture will thus, especially in the short term, always have primacy. For that reason, launching new technology into a culture that doesn't fully support it is a pretty good way to destroy value. For example, although AI has the potential to move the business to a whole new level, implementation is lagging expectations.

In introducing breakthrough technology, organisations need to similarly start with a rich and compelling 'why'. For an intervention that will, literally and irrevocably, change their lives - higher productivity, faster response times and/or a greater understanding of who buys the company's product and/or service are, on their own, a tough sell to the typical employee. Motivation without meaning is change without commitment.

And what does a great 'why' sound like? A group of young executives in a bionics company were asked why they do what they do. They answered, "To make the wheelchair redundant". Where do I sign up?

None of this takes anything away from the value of a holistic template (model) - one that captures how all of the various elements of change come together. Indeed, the further you venture into the upper levels of management, the greater the degree to which learning how to learn comes to the fore. Provide that map but recognise that leaders must lead. Acknowledge that leaders, real leaders, do lead!

Insights from "Leadership: Moving Beyond The Crisis".

The World Continues To Change. Has The Way You Interview Kept Pace?

Change has, of course, been with us forever. The current rate of change, however, is new.

This shift is so profound that it challenges the very essence of what it means to be a leader. From a recruitment perspective it also means revisiting the multi-headed hydra known as "FIT". For example, in discussions with CEO's and Boards, it is commonplace to hear "comfort with risk," "learning agility" and "global reach" as critical leadership competencies.

That there is robust dialogue around the leadership competencies required for turbulent times is undeniable. Often absent from this discussion … how to assess these competencies during the interview. Now more than ever, the interview is a make or break issue.

Technique

Although engaging the candidate is an important facet of the interview, make sure to:

  • Approach the interview as if it were a critical business meeting, e.g., develop a game plan prior to the interview.
  • Remember, "success" draws verifiable evidence of past success.
  • Employ a consistent approach when dealing with multiple candidates.
  • Make the candidate feel comfortable and be transparent about your organisation and the mandate at hand (this is ultimately in both parties best interest).
  • Write-up the interview.

Process

Within a multi-stakeholder environment several key questions emerge:

  • Have the appropriate stakeholders been engaged in the process to solicit their insights on the ideal candidate profile?
  • Does everyone interviewing the candidate know their specific role and respective focus/probe areas?
  • Is there clear alignment amongst all stakeholders as to what the role-specific leadership competencies are?
  • Does each interview add value?

Shortcomings in either technique or process lead to poor decisions when evaluating "FIT". They become even more concerning when set against the new lexicon of leadership. Anyone who interviews as part of their role should ask "What am I and my organisation going to do to improve the way we interview?" Your capability to attract and assess top talent will continue to be critical to both your personal and your organisation's success. Indeed, it just might be dependent on it.

Insights from "The world continues to change … has the way you interview kept pace?" by Darren Raycroft.

Outstanding Leaders Focus On Culture

Outstanding leaders focus on culture because they understand that what they do today determines whether or not the business will win tomorrow. From a leadership perspective we are describing two essential, twenty-first century leadership competencies:

* Cultural Reach - the ability to work successfully in very different cultures on the same day; the capacity to introduce, as needed, a range of strategic scenarios, structures, processes, measurement tools, leadership approaches and team interventions.

* Culture Savvy - the ability to take people places they otherwise would not go; recognising that culture is managed from the outside-in but demands leadership from the inside-out; providing structure and guidance into how to have the culture conversation; become a storyteller; working diligently to uncover (global) best practice to improve it.

We used to talk about management being about the "hard stuff" (a focus on results) and the "soft stuff" (everything to do with people). Well, we have entered an era where the soft stuff is now the hard stuff.

Insights from "Leadership: Moving Beyond The Crisis", a complementary book series specifically aimed at enhancing how leaders respond to times of crisis. Download your copy today.

Leadership Skills Of A Sustainable Leader
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Leadership is evolving to tackle the complex challenge of implementing an environmental and societal transition from a "People / Profit" model to a "Planet / People / Profit" model.

A recent study by TRANSEARCH International Paris, based on interviewee testimony and the analysis of "leadership competencies" from TRANSEARCH International's proprietary tool, reveals the core leadership skills of a Sustainable Leader.

Read "Leadership Skills Of A Sustainable Leader" leadership insights

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

10 Candidate Questions That You Must Know How To Answer

Where the interviewee is truly a top candidate both parties are being fully evaluated. As a recruiter, there are candidate questions that you must know how to answer.

Although by no means replete, in some ways, the 10 questions outlined are an acid test of how prepared you are for the turbulent talent management path that lies ahead.

Head

  1. As a business, why do you do what you do? Specifically, where and how are you striving for excellence? How are you going about the latter? How will you be different five years from now?
  2. What makes the business special? Specifically, what are you doing to protect/nurture that capability? What concerns you most about doing what the competition is doing?

Hand

  1. How and in what ways is digitalisation changing the way the organisation does business?
  2. Assuming you have built a scorecard for this role, where is the greatest "stretch" demanded to meet future performance goals?
  3. Moving forward, what role-specific leadership competencies define success in this role?

Heart

  1. How good a coach is my new "boss"? Does this role build on and extend my core capability: talent, skills, and leadership competencies? Will I continue to grow and develop in this role? How and in what ways?
  2. What constitutes a great team in your organisation? How do you assess team effectiveness? How and in what ways is "team fit" central to hire and promotion decisions?

Spirit

  1. What are the organisation's espoused values? How do you live those values?
  2. What culture do you need to succeed tomorrow? How do you measure culture? What are you doing to make tomorrow's culture come to life in the room today?
  3. How and in what ways does the organisation give back? How do you make a difference in people's lives?

Insights from "Great Candidates Ask Great Questions".

Coming Down the Mountain: Coming Out Of This Crisis Stronger

Breakthrough technology, uncertainty and the unprecedented and ever-increasing speed of change demand an organisation that is a fit for the challenges of the 21st century. We are describing not just a better, but a very different kind of way to operate. An organisation built to change; one where disruption, agility and speed of learning dominate the leadership conversation.

Which brings us to the COVID-19 crisis. A crisis has three stages. Stage one: acceptance. Stage two: survival. Stage three: growth. And the winners will be? Those who come out of this crisis stronger.

Amid the veritable avalanche of "me too" advice on how to get through this crisis it is easy to overlook two central questions:

  1. "How will your business come out of this stronger?"
  2. "As a leader, how will you personally come out of this stronger?"

"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?

Download your complementary copy today »

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:

Or, Download Now

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.

Tomorrow's Leaders Are Comfortable With Ambiguity

There are points in time when the more we know, the more we realise how little we know. We are in such a time. The future role of robotics/cobotics, the nature and design of tomorrow's corporation, the potential impact of medical breakthroughs and how tomorrow's technology, generally, is going to shape the endeavour – arguably, the most innovative creation our species has ever achieved – that we call "the organisation" remain, at best, "uncertain". If you think you "know", take an aspirin, lie down and hopefully the feeling will pass.

"Anticipation" is to identify that which can be expected. We don't really know what tomorrow holds other than … to expect the unexpected. Furthermore, the scope and nature of change that lies ahead isn't like passing through bad weather. It's akin to being engulfed by a hurricane that is merely a harbinger of the even bigger storm front that lies ahead.

"Comfort with ambiguity" is being comfortable with being uncomfortable. It's the art of not knowing but, when necessary, making the right decision anyway. It's far less about being right than it is doing the right things. It's about interpreting the organisation's values as a springboard for action and providing the freedom to move beyond what has been – not as a restrictive set of rules.

There is a well-established relationship between entrepreneurship and comfort with ambiguity. It's called risk. Recognising a great idea, relentless focus, a results-driven mentality and real-time awareness are the mark of the entrepreneur. As is avoiding, what Jeff Bezos calls, "day 2 stasis." Day 1 leaders keep the customer at the centre of everything they do, are quick to embrace meaningful trends, are paranoid about the bottom line and fail fast and move on. Most leaders see rejection as a setback. Entrepreneurs view it as just one more step on the road to success. Above all, successful entrepreneurs know how and when to say no. Corporate executives manage risk … entrepreneurs live it every day.

There is also an important team dimension to comfort with ambiguity. As a long-suffering child of the perceived need for rigid hierarchy, it has long been assumed that the team worked for the team leader. "Fast", "flat", "flexible", "focused" and "fertile" changes all that. Moving forward, the leader will work for the team. This implies a far subtler relationship; a bond where formal authority gives way to trust, mutual respect and the quest for authenticity. Instruction and "telling" were relatively straightforward. Followership rooted in influence moves the leader into far murkier waters. Not that there is much of a choice when technical know-how and customer insight are shared across the team. If you can't coach, you can't lead!

And the difference that makes a difference: Recognise that only those who can see what others cannot see … can do what others say cannot be done. Differentiate between those who deliver based on what is asked of them and those who show true initiative. Support the former … invest in the latter.

Insights from "Tomorrow's Leadership Will Be Different".

Tomorrow's Leaders Must Be Resilient

Tomorrow will be different. If it can be digitalised it will be digitalised. No matter what "protectionist" politicians may preach, globalisation isn't going to slow down any time soon. Tomorrow's competition will emanate from a city you have never heard of or business sector you rarely think of. And where organisational capability is widely held, "speed" becomes the basis of competitive advantage. Be bold or become irrelevant. Be tough-minded or tackle a new line of work. Be fast or be last.

In a steady state world, "bouncing back" is an apt way to describe resilience. Unfortunately, we don't live in a steady, consistent, unchanging world. Today's environment is marked by disorder, uncertainty and, where technology is involved, a pattern of change where each step is greater than the step that went before. What was frustrating is about to become even more so.

In any conversation around change, language isn't important … it's everything. With the scope and nature of change likely to become even more turbulent, resilience seen as a way to reinforce/retain the status quo isn't very helpful. Indeed, it's misleading. A more relevant approach presents resilience as adapting to the new state, reflecting on the experience and developing new ways to behave. It's a dynamic rather than a static process. It's about leading and learning … not absorbing and then acting as before.

Resilience means not only weathering the storm … but being strengthened by it. In assuming that resilience defines an individual's personal resources - as is invariably the case - we miss an important piece of the puzzle. Context matters and the right network, a support system and being around positive people make a difference. Tomorrow's successful leaders will surround themselves with people who are resilient.

Accepting the plasticity of the brain, we can learn to become more resilient. There is a link, for example, between resilience and the research on positive psychology. Conversely, for leaders who are overly anxious, risk-averse, trapped by yesterday's success, have difficulty facing adversity or are simply overwhelmed by life, resilience is spelt "resistance."

And the difference that makes a difference: Surround yourself with resilient people, provide an opportunity to assess personal resilience, make resilience a central plank in ongoing coaching and help high performers connect with and shape their own story. There is nothing more tragic than those not living their own story … because they are living someone else's.

Insights from "Tomorrow's Leadership Will Be Different".