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".


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.

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 »


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.

2020 HR Leaders Survey Results
bedfordgroup.com

In June and December 2020 The Bedford Consulting Group took the opportunity to survey Canadian HR leaders on how they were seeing their respective organisations change and what the lasting impacts might be, focusing on business performance, how we work, culture and leadership trends. The HR survey results provide valuable insight to help you approach and position your organisation for success in 2021 and beyond.

Read "2020 HR Leaders Survey Results" leadership insights

What Is Leadership Reach?

Leadership reach is one of the five TOP leadership competencies emerging as having future primacy.

There are basically four formative conversations that take place at work:

  1. Tell and listen;
  2. Tell and sell;
  3. Shared problem solving; and
  4. Coaching (where the way forward lies with the coachee).

Leadership reach embraces mastery in each of these situations. It also describes a leader who approaches each new challenge with a beginner's mind … equipped with a rich toolbox of processes, models, ideas and innovative ways forward.

Leadership reach means having a global mindset. It also implies interpreting how local political and social norms/policies shape the business options. Finland doesn't really have a word for collaboration. Teamwork in South Korea is a very different proposition from teamwork in South Wales. If you don't appreciate the humour in Australia, you will always be on the outside looking in. Roads in Iceland are designed not to upset the elves. To a visitor they look somewhat the same but Canadian business is way more collegiate than its big cousin to the south. And candour in Holland has an openness and edge to it that shocks those used to a less confrontational culture.

A leader who displays leadership reach enters the prevailing context with elegant ease. Be it turning around a very traditional, hierarchical business, moving a highly engaged team to the next level, working with gig employees, and/or successfully collaborating with a business that operates in virtual space … leadership reach is to quickly understand how to make a difference.

In a similar vein, a start-up in Singapore, an overly aggressive trade union in Australia, a turnaround in Turkey and/or an innovation challenge in India … all sit comfortably on this leader's shoulders.

And the difference that makes a difference: Provide international experience early, make "customer-centric" a way of life, don't trap high performers within functional silos and don't come to the rescue too quickly when testing the character, commitment and performance ethos of those you deem "high potential".

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


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.

Do You Hire/Promote With "Tomorrow's" Culture In Mind?

Who and how we hire

The world of work is changing. And the very definition of "a job" is, perhaps, changing most of all. Structures, processes and tools honed over the last hundred years are starting to fail. Hierarchy and a command and control mindset are out of step with the need for agility. Strategy is an unreliable compass.

A decade from now the workforce will look very different. In that, literally, many of the jobs that companies will seek to fill a decade from now don't currently exist. Even our investment in training and development is open to question.

Into this maelstrom rides talent management. The metaphorical quarterback of talent management … who and how we hire.

Simply replacing a leader who leaves is to reinforce the status quo. External consulting support drawing largely on an expensive address, a nice suit, great marketing and a thick rolodex belongs in the past. A reliance on selection that ignores culture is to build a house on sand. And an executive who lacks mastery in the interview puts the business at risk every time they make a hiring decision.

Little is more important to tomorrow's culture than who the organisation hires and promotes. Go astray and there is no easy fix. Most leaders arrive at work to a full diary. The day-to-day and the immediate have a habit of overwhelming a long-term view. And yet, unless we create tomorrow today, the future will, inevitably, be little more than a replay of what has been. Count on it!

The 'best' candidate versus the 'right' candidate

It's easy to find the "best" candidate. But, getting culture on the right track means identifying the "right" candidate. Not every now and then … but every time. Talent acquisition is about managing risk. Risk, in turn, is about fit. There are six critical elements of fit:

  1. Attraction
  2. Culture
  3. Performance
  4. Role-specific, leadership competencies
  5. Team fit
  6. Integration

All six elements of fit are essential but as disruption, uncertainty and new technology impact how business does business … culture is destined to become evermore important.

Culture Imperative: Who you hire determines what's possible. Hiring that has a "replacement bias" is to become more of what you have always been. In determining fit, measurement matters. Especially when it comes to culture and team. Money might attract talent but if you want to keep high performers give them a job that they love.

Insights from "The 7 Questions Every CEO Should Ask About Culture".


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.

Culture Question - Are Middle Managers Fully In The Game?

No organisation of more than 150 or so people has one single and unified culture (often referred to as "The Dunbar Rule"). The challenge becomes one of tight-loose leadership: allow local differences to flourish (for example the term "team" means something entirely different in Seoul than it does in Syracuse) while, at the same time, develop an overarching Meta culture that ensures common values, consistency, connection, collaboration, caring for the customer and an unrelenting commitment to the whole.

The group that binds everything together is the "middle managers". Moreover, they are the only group that can! And the straw that stirs the middle management drink is inspirational leadership, especially from the leaders who are expected to inspire the middle kingdom - leaders one level up! Leaders who inspire do four things extraordinarily well:

  1. Through imagery, symbolism, metaphor and story they make tomorrow come alive in the room today.
  2. In addition to agreed goals and scope of responsibility, they ensure that everyone on the team fully understand their role on the team.
  3. They see coaching not as a nice capability to have but as central to what it means to be a leader.
  4. They bring out the best in people and treat team members with dignity and respect. Always!

If the middle managers in your business are sitting on the sidelines … if the middle kingdom isn't fully in the game you don't have a strategy you have a problem.

Insights from "The 7 Questions Every CEO Should Ask About Culture".


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.

Five TOP Leadership Competencies (Infographic)

Five TOP (Transforming, Outstanding, Performance tested) Leadership Competencies:

  • A passion to learn
  • Comfort with ambiguity
  • Resilience
  • Leadership reach
  • Culture savvy

Read more in "Tomorrow's Leadership Will Be Different".


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.

Story is Culture and Culture is Story

Tomorrow's successful leader will be someone who can slalom through the white water of unanticipated disruption and culture change. To that end, little is more important as a navigation aid than the organisation's story. That story has five essential building blocks:

1) Where are we headed?
2) What do we believe in?
3) What makes us special?
4) What is our brand promise?
5) How do we make a difference in people's lives?

Story is culture and culture is story. Yesterday, strategy informed culture. Moving forward, culture enables strategy. If you are not measuring culture ... you are not managing it.

Insights from "Speed of Learning: The Ultimate Competitive Advantage".


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.

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 don't join your organisation, they connect with your story.
  2. The means to define and measure both the organisation culture you have and the culture you need.
  3. A robust performance scorecard.
  4. The means to define the emerging role-specific leadership competencies.
  5. The tools to measure and assess future team fit.
  6. An integration process that provides the structure, support and tools to enable newly hired executives to take a leadership role in their own integration.

The tools that TRANSEARCH International (powered by Orxestra®) uses provide a unique perspective regarding culture, performance, leadership and team 'fit'. And our integration methodology ensures that new leaders are integrated quickly and successfully without breaking stride.

Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition.

For more on the six building blocks of talent acquisition see The Empty Suit by John O. Burdett (2016).

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


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.

Five TOP leadership competencies

"The shortage of talent"

It's a pretty good bet that, as you read this, somewhere in your competitor's camp there is an ongoing conversation about the qualities that describe tomorrow's leadership. Be it talent acquisition, succession, identifying high potential talent and/or shaping the investment in leadership, one thing is assured … tomorrow will not be a continuation of today.

We commonly see references to "the shortage of talent." Paradoxically, there is no shortage of talent. The growing number of business schools around the world, combined with the billions of dollars spent globally on leadership development means that there is actually a surfeit of candidates. The problem? The vast majority of those candidates are a great fit for a business environment that served us well in the past.

TOP Talent

A more integrated, faster and, by a quantum step, more complex business environment demands not just a new way to think and act but a new definition of "leadership success." Exponential change fuelled by ongoing leaps in technology … exacerbated by unprecedented disruption on a global scale … is, indelibly, redefining what is meant by the term "TOP Talent."

As we move into unchartered territory - where only those organisations that are fast, flat, flexible, focused and fertile (to new ideas) will survive - TOP (Transforming, Outstanding, Performance tested) Talent refers to those fully equipped to excel in a, hitherto unknown, level of business and societal uncertainty.

TOP leadership competencies

Other than know-how in technology, which is a given, leadership competencies differ depending upon the role. This emphasises the need to develop "role-specific" leadership competencies. Generic competencies have value, e.g., the broad leadership development agenda, but they are less than useful, however, when making hiring and succession decisions. That understood, five TOP leadership competencies are emerging as having future primacy:

  • A Passion to Learn
  • Leadership Reach
  • Comfort with Ambiguity
  • Resilience
  • Culture Savvy

In a world dominated by ideas, a move from cooperation to collaboration is essential - and inevitable. The environment and a new generation dominating the workplace mean that tribal loyalty will, of necessity, give way to a stronger sense of community. A community mindset, meanwhile, ushers in the dominance of stakeholder capital. How does your team make a difference in people's lives?

Although many are served by a more defused definition, "employee engagement" is about building a culture where opportunity and capability are aligned. To that end, any falloff in the fit between the speed of change in the business environment and a sense of personal growth - a perceived lack of currency in the job market - will quickly disillusion those the organisation most wants to retain. Why do your best people stay?

Finally, the fallibility of strategy means that, rather than being the by-product of a singular, linear direction, the organisation's culture must enable a range of potential future options to unfold. Becoming comfortable with being uncomfortable becomes the new norm.

Insights by John Burdett. Orxestra Inc., © 2018.

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


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.

What Value Creation Should You Expect From an Executive Search Provider?

Taking talent acquisition to the next level

In a world marked by speed of change, doing what we have always done, better (value added) ... is not enough. The right search partner will deliver the ideas, capability and experience to help you take talent acquisition to the next level.

Without access to best practice, forging new ways to think becomes an uphill battle. Without new questions learning is limited. Where successful role models are missing, our extraordinary ability to copy what works cannot kick in. And when thought leadership is little more than "a consulting label", creating tomorrow today becomes a bridge too far. There is clearly a good deal to gain, therefore, from working with best-in-class, external resources.

7 critical areas of distinct value

At a minimum, in addition to sector expertise and international capability, the search provider must deliver distinct value in seven critical areas:

  1. Bring creativity and flair when it comes to attracting top talent.
  2. Help the client "measure" the culture they have today (roots) and the culture the organisation needs moving forward (wings).
  3. Leading-edge tools to build a robust, balanced scorecard for the position.
  4. Develop role-specific competencies for the role in question.
  5. Provide a meaningful process to determine team fit. As with culture, this implies measurement.
  6. Coach inexperienced line managers in how to conduct the interview.
  7. Bring support and appropriate tools to the integration process, and that means a good deal more than the perfunctory call to see if the newly hired candidate is doing okay.

The organisation's story underscores a successful hiring value proposition. Central to that story are the hiring organisation's values. Unfortunately, although the majority of organisations claim to have "organisation values," in many instances, they amount to little more than window dressing. To "win" top talent over even a great story may not be enough. A best-in-class search professional draws out why high performers stay and leverages that insight to inspire the candidate who is happy where they are.

The approach to measuring culture needs to reflect the context. By way of example, an organisation confronting transformational change faces a very different challenge to that of a successful business seeking to better manage the culture they have. It is also important - and especially so in talent acquisition - that the approach describes the cultural journey in business terms.

You can't manage what you don't measure. Talent acquisition devoid of a robust measure of the culture the organisation needs to compete tomorrow … amounts to little more than the hiring executive's "best guess." For a unique and compelling measure of organisation culture see - The A-Z Of Organization Culture. John O. Burdett (2017).

Developing role-specific competencies implies a library of relevant and up-to-date leadership competencies. It also means a proven leadership model that ensures that the competencies identified deliver "leadership balance." For a measure of leadership balance, see John O. Burdett, Attract, Select, Develop & Retain TALENT (2013). Balance denotes fit in four critical leadership areas:

  1. Direction,
  2. Discipline of Delivery,
  3. Development of people, and
  4. Day-to-day Dialogue.

This simple leadership template is the outcome of asking 15,000 leaders in 40 countries, "What do you NEED from a leader?" It is framed in The Orxestra® Methodology: the head (direction); the hand (delivery); the heart (development of people); and the spirit (day-to-day dialogue).

The best candidate vs. the right candidate

Talent acquisition cannot thrive in a vacuum. It's an integral part of the overall talent management system. If you hire great people and coaching is a hard-to-find skill, assume a higher attrition rate than might be expected. If "succession" is poorly thought through expect to go outside for talent more often than is good for the organisation's health. And if the leadership development agenda is found wanting, know that over-hiring for virtually every position will be a given.

The implications are profound. When the seven dimensions of distinct value (offered by the executive search provider) are either missing or short-changed and where the search is delivered as a tactical "replacement" - not as strategic and integral to the client's overall talent management system - the inevitable, default outcome is to hire the best and not the right candidate.

Uncovering the best candidate is, essentially, a beauty contest. It's the corporate version of the popular NBC talent show America's Got Talent. If they look and sound good, give them a ticket to Vegas. On the other hand, finding the right candidate is a matchless investment in building tomorrow's leadership bench strength … today.

Building a BRAND mindset

For many service providers business development is perceived as a kind of wrestling match … where the next sale, overcoming objections and asking for the order become the name of the game.

Delivering all of the elements of fit, landing the right candidate is predicated on a supplier/client relationship that goes beyond "winning the sale." It speaks of a trust-based partnership where long-term success is based on the search provider understanding the client's emerging business need as well as the client does. It defines a way to work where making the client's business better always takes precedence. It builds on a mindset where BRAND means Better Results And No Disappointment.

Successful business development ultimately draws on one simple question, "What do we have to do to ensure that the client views us not as a supplier but as truly part of their team?

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

Insights from "Talent Acquisition - The Battle For Tomorrow".


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.

Know What You Are Looking For - Making Talent Acquisition a Competitive Advantage

The critical dimensions of fit

Talent acquisition is ultimately about managing risk. Risk, in turn, is about fit. There are five critical dimensions of fit:

  1. Fit with the organisation's values.
  2. Culture fit - this implies measurement of today's culture and the culture the organisation needs to be successful in the future.
  3. Performance fit - building a scorecard for the role.
  4. Leadership fit - role-specific competencies.
  5. Team fit - this demands a meaningful assessment of the team.

All dimensions are essential. Even if you are driving a Ferrari; if one of the four wheels and/or the steering wheel is missing … you are not going to go very far.

Organisation values

The organisation's values represent the CEO's and, by implication, the leadership point of view of the top team. The challenge being that although many organisations proport to have robust organisation values for perhaps the majority they amount to little more than window dressing.

Where the organisation's values are either absent or only of secondary importance the default action is to shape behaviour by introducing "rules." Rules not only ensure that even simple decisions take longer to make but they quickly become enforceable boundaries that those who are interested in protecting "turf" are quick to erect.

For a measure of the team, see John O. Burdett, TEAM: Align, Build, Connect & Develop (2015). The "Taking Your Team to the Next Level" Assessment looks at the team through four distinct lenses:

  1. What does the team need to know?
  2. How effective is the team leader?
  3. Where and how can those on the team become better team players?
  4. What does the team need to do to accelerate through the performance/learning curve?

Leadership competencies

Generic leadership competencies answer the question, "What does it mean to be a successful leader in this organisation?" Role-specific leadership competencies answer the question, "What does it mean to be a successful leader in this role?" There is a time and place for improvisation and informed guesswork. That said, an apt definition might describe such a behaviour as "gambling".

Defining success in a key role that has just become open isn't the time to wager a bet. A miss-hire can easily end up costing 15 times or even 20 times the annual salary. This is to say nothing of the opportunity cost, the disruption to the team and/or those times when hiring a key executive amounts to betting the business.

Orchestrating fit

Somewhere in orchestrating fit a new reality emerges. For the first time since the birth of the Industrial Revolution, the team has truly become the building block of organisational success. The network organisation, the power of expertise, the speed of change, the need to release the creativity and talent of employees at every level, the portability of talent, and that innovation is indelibly linked to diversity and the freedom to act, all mean that we need super teams far more than superstars.

President Teddy Roosevelt suggested that leadership meant, "Talking softly and carrying a big stick." The only reason a team leader should carry a big stick today is to strike themselves sharply around the head if, for a moment, they forget that they work for the team … not that the team works for them.

Insights by John Burdett. Orxestra Inc., © 2019.

Insights from "Talent Acquisition - The Battle For Tomorrow".


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.