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

Critical talent management actions

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. Critical talent management actions to turn the organisation's talent management approach into a competitive advantage include:

  • Leadership development
  • Coaching
  • Mentoring
  • Storytelling
  • Performance management
  • Succession and replacement
  • Talent acquisition
  • Team excellence

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. Investing in the most efficient way to develop talent, putting muscle behind the succession process and, generally, building a cadre of leadership talent, will allow your business to survive and thrive in turbulent times.

Insights from "Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin" by John Burdett, Leadership advisor to TRANSEARCH International.

Where the interviewee is truly a top candidate both parties are being fully evaluated

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.

10 candidate questions from "Great Candidates Ask Great Questions"

Insights from "Great Candidates Ask Great Questions" by John Burdett.

Bringing on board great candidates draws on six fundamental hiring building blocks

Uncovering, informing, involving, inspiring and successfully bringing on board great candidates draws on six fundamental, hiring building blocks:

  1. A winning hiring value proposition. People do not join your organisation … they connect with your story.
  2. The means to define (measure) both the organisation culture you have and the culture you need. Successful recruitment is always strategic!
  3. A robust performance scorecard.
  4. The means to define the emerging role-specific leadership competencies.
  5. In that tomorrow's organisation will be a team of teams, the tools to measure and assess future team fit.
  6. An integration process that provides the structure, support and the tools to enable newly hired executives to take a leadership role in their own integration. Given the opportunity, leaders lead!

Insights from "Great Candidates Ask Great Questions" by John Burdett.

If you are not fast, you are going to be last!

As the momentum of business both increases and accelerates, a culture where learning how to learn becomes a high priority. And it is not just learning fast at an individual or team level but building an environment where speed of learning becomes an organisation-wide competitive advantage.

Consider the questions below.

  1. What needs to change to be flat, fast, focused, flexible and fertile to new ideas?
  2. How will compelling metaphors be introduced to coaching discussions?
  3. What would it take to architect leadership workshops as 'learning how to learn and learning how to learn limited only by imagination'?
  4. In future meetings what are you going to do to change the patterns of play?
  5. Do you measure culture? When and how will you make that happen?
  6. How successful are you in displaying behaviour in line with who the customer strives to become?
  7. How is 'speed of learning' woven into hire and promotion decisions?

If you are not fast, you are going to be last!

Insights from 'Speed of Learning: The Ultimate Competitive Advantage' by John Burdett.

Choosing a CEO of the USA - POTUS?
transearchusa.com

Selecting a leader to steer a country is an important decision, but it can be hard to make the right decision with all the opinions and hyperbole humming around us. In our work, we talk a lot about de-risking the selection process and thus shrinking the costs of a miss-hire.

Chris Swan asks what skills and abilities it takes to be a successful President of the United States (POTUS) and how voters (deciders) may evaluate presidential candidates. Chris suggests eight ideas to consider, framed by the four leadership sections developed by John Burdett:

  1. Direction - How a candidate sets the direction for the organisation.
  2. Delivery - How a candidate delivers with discipline in the direction.
  3. Development - The character and emotional range that runs through a candidate.
  4. Day-to-Day Dialogue - How a candidate communicates these ideas to others.

Leadership insights from "Choosing a CEO of the USA - POTUS?"

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

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.

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

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.

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

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.

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.

Leadership insights from "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.

Leadership insights from "Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin"

Great Candidates Ask Great Questions
transearch.com (PDF)

When the interviewee is truly a top candidate, both parties are being fully evaluated. Here are 10 candidate questions that you, as a recruiter, 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.

Leadership insights from "Great Candidates Ask Great Questions"