Leading In A Business World Full Of Distractions

High performing executives often lament that there are only 24 hours in a day. That's because they're extremely engaged with their business and devoting time, energy and focus to the most critical decisions.

For the rest, their worry about getting things done is borne of their almost constant distraction by things of little import to their employer's business objectives.

In the first case, high performing executives are actively managing their time and attention and aligning both to strategic outcomes. Yet in a world teeming with distractions - from social media and new technology to colleagues with little emotional intelligence - insulating oneself from the noise is no easy task.

Global leaders have to block out those things that would distract them from essential priorities, even at the expense of possible misperceptions. Top managers must at the same time build trust with peers and subordinates but also impart the kind of operational separation that will enable these managers to apply their best effort to strategic issues.

When time seems to be moving faster than ever, no one can afford to waste time. Cutting distractions must become an imperative for leaders and their followers. Alas, too many managers will succumb to the distractions that, on a daily basis, drain them of their intellectual potential and energy and sap their performance. After all, it's really easy to fall into this trap.

At the end of the day, leaders must proactively manage their time, attention and behaviour around what matters most. In today's business world, this amounts to a constant battle - but one that must be waged.

For superior leaders, getting the job done right isn't only a matter of asking oneself, "Are we doing things right?" but also, "Are we doing the right things?" Doing those 'right things' requires us to manage around the distractions.


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.

Leading Effectively When There Simply Isn't Enough Time To Effectively Lead

If you're like most executives these days, your cup runneth over. That is, demands on your time and for your time, attention and energy have reached a fever pitch and there never seems to be enough time in the day to attend to every pressing priority.

It's at times like these that the art and science of leadership skills like time management and delegation are most appreciated.

But the organisational ripple effects of an executive management team chronically and irreversibly beset by too many 'To Do' items shouldn't be underestimated nor avoided for a lack of time to properly address them.

The American poet and essayist Ralph Waldo Emerson said, "This time, like all times, is a very good one, if we but know what to do with it."

The challenge in today's corporation is to make the most and best use of time, to get the best leaders to share the same sense of urgency and direct the most focus to the highest of business goals, and to make sure they aren't spending too little time on business issues and opportunities that could make all the difference.

This latter risk - which executives few fail to acknowledge but which many 'up and comers' clearly recognise as a failure of leadership - is particularly critical, since the day-to-day demands of the business typically relegate important matters to no more than a cursory discussion on any one meeting agenda.

If you're the Chief Executive Officer, you've got to know how and where your executives are spending their time and applying what they know. Getting too bogged down in too many things that don't move the needle on corporate performance is a risk that comes with a world that seems to be moving faster than ever before.


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.

How The Call For Specialisation Is Narrowing Our View

There was a time many years ago when general management skills were the be all and end all. If you brought broad vision into many different functional and operational pieces of an enterprise, you could write your own ticket and your career trajectory was both assured and rewarding.

In recent years, however, the call for specialisation of management and leadership skills has led many executives to dig deeper and deeper into the practice of a certain functional role, perhaps within a market niche or even still, within a very specialised industry space.

During one conversation with a highly experienced and globally informed organisational consultant, the dialogue turned to the notion of specialisation - not with an eye toward how leaders are discovering new efficiencies and innovations, but, rather, how specialisation has led to some losing their ability to focus on the big picture.

In today's world of work, and especially in the realm of the global management executive, it would appear to some that we're collectively pushed to know more about our own operating environment and less about how it might apply in others. Specialisation, he surmised, is moving us to know less and less about the organisational construct, the people around us, and the opportunities that exist beyond our individual focus.

As a result, what beckons is a meaningful loss of perspective on how one function and what is learned down to its most minute of details, might engage and transform another.

The takeaway? At a time when executives have been incentivised to bring and demonstrate specialist knowledge, it may just turn out that general management perspective is what companies need most, especially when the specialists plumb the depths and seek other views on what their work really means and what it might achieve.


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.

Women's Values of Sustainable Leadership
transearch.com (PDF)

It is clear that the issue of Sustainability is part of a collective awareness within civil society, business and politics, which strives to respond to these paradigm shifts and the resulting contradictory injunctions. How do we reconcile the need for immediacy, reinforced by the expansion of digitalisation, with the long-term reconstruction? How do we instil a shared value at the time of a new era marked by individualism?

These transformations profoundly modify the fundamental principles of our society and tend to define new balances, such as developing our business models towards a tripartite balance "People, Profit, Planet", or paying more attention to gender stereotypes.

Diversity and Inclusion are founding principles of a more sustainable business model, and even if they encompass several components, including that of gender equity, it is obvious that good intentions are not enough. The principle of reality still bears witness to this in France, with so few women in leadership positions.

The introduction of quotas at board level, and soon within management committees has surely started demonstrating its virtues. But doesn't strengthening a company's performance in the deployment of its "Sustainability" imply the development of a new, more balanced leadership model that upholds both feminine and masculine values? Wouldn't promoting women's values be an additional performance lever? Is it not time to design a woman leadership model, similarly to the way the men leadership model that has prevailed so far?

In the continuation of their first study conducted in 2020 on the definition of a "Sustainable Leader", TRANSEARCH Paris wondered about the feminine components of a new sustainable leadership, its assets to support the tall orders of Sustainability, the actions to be taken and the challenges to be met to promote sustainable parity.

Read "Women's Values of Sustainable Leadership" leadership insights

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

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

Leadership Skills Of A Sustainable Leader
linkedin.com

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

Looking for the Bright Side in 2020
transearchusa.com

John Ryan provides a very open, honest and personal insight into how 2020 has impacted our lives and redefined the way we work.

"When we look back on 2020, it's mostly going to feel like a bad memory. But I have to believe that the bright sides that we shape during this time will give us a good start in 2021. We’re shaping our next chapter, and I can't help but feel a little bit optimistic about our ability to deal with global problems and figure out a path forward."

Read "Looking for the Bright Side in 2020" leadership insights

What are the Most Important Leadership Skills for Leaders to Succeed Now?

What are the most important leadership skills for leaders to succeed now?

  1. 62% - Maintaining motivation and engagement.
  2. 44% - Inspiring trust.
  3. 35% - Leading by objectives/ Offering direction and guidelines.

Insights from "The Key Challenges and Opportunities in Human Resources" by TRANSEARCH Romania.


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.

The Key Challenges and Opportunities in Human Resources - A Study by TRANSEARCH Romania

"Never let a good crisis go to waste" as Winston Churchill famously said. COVID-19 and the impact on people, operations and business give us an impetus to develop fresh ideas in Human Resources and to review Leadership Skills.

During the last weeks we received valuable feedback from our clients and candidates; their approach to the ongoing changes, and how they intend to come out of this crisis even stronger!

We are delighted to share our findings with you. The original survey was conducted distributing a questionnaire; to over 300 CEOs, Managing Directors and Human Resources Managers in Romania and across Europe.

Key Findings:

  • Maintaining efficiency while working from home
  • Maintaining motivation and engagement
  • Improving organization's agility and flexibility
  • Leading through change with an entrepreneurial spirit underpinned by emotional intelligence
  • Need for profiles in Automatization/Robotics, Digitalization and Transformation/Change

For more information please visit TRANSEARCH International Romania on LinkedIn.


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.

Food banks and Shelters Need Strong Leadership to Survive COVID-19
linkedin.com

Strong and consistent leadership is critical in overcoming this complex time. Frank Galati highlights four things that recruiters must consider when seeking leaders for shelters, food banks and other community organisations:

  1. Leaders with financial acumen and fundraising experience are key.
  2. Leaders that are knowledgeable with and committed to staff and volunteer safety.
  3. Leaders that understand the role their organisation plays in critical times.
  4. Leaders must demonstrate an inclusive world view.

Read "Food banks and Shelters Need Strong Leadership to Survive COVID-19" leadership insights

Facilitation is like skiing. Preparation, practice and picking the right line are essential

Facilitation is like skiing. Preparation, practice and picking the right line are essential. In other words, know your audience, know the outcome desired, and introduce a facilitation approach (style) that best fits the situation.

John Burdett outlines four facilitation styles. One size doesn't fit all. A masterful facilitator sees the four approaches as a rich pallet of behaviours to be mixed, matched and blended as the situation demands.

Insights from "Facilitation - the Forgotten Art" 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.

Excellence in facilitation shares much with what it means to be an outstanding coach

Few companies teach facilitation as part of their leadership development agenda. And yet, if we want collaboration, if we want to grow teams, if we want to challenge talent in a meaningful way … being able to get the best out of meeting of minds becomes pretty important.

Excellence in facilitation shares much with what it means to be an outstanding coach:

  • Humility
  • Conduct with a hidden baton but don't start to play any of the instruments
  • Come with a beginner's mind … be open to being surprised
  • Pass power to the participants
  • Ask great questions
  • Push for clarity around what the real issue is but avoid suggesting potential solutions
  • Listen, listen, listen
  • Summarise what has been agreed to
  • Push for objective action regarding next steps

Good luck on your next opportunity to facilitate. It is one of the most difficult but at the same time rewarding leadership skills. Remember, from a career perspective, bringing the best out of a group session is something of a forgotten art.

Insights from "Facilitation - the Forgotten Art" 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.