Employ the Head, Empower the Hand, Engage the Heart, and Enrich the Spirit (Part 2)

Why leadership balance is a business imperative

We have asked 10,000 + leaders, in over twenty-five countries, a simple question:

"What are the qualities of the best leader you have ever worked for?"

Two key results emerge.

First, successful leaders empower the head; enable the hand; engage the heart; and enrich the spirit. Lack of attention (or capability) in any one domain and team members/subordinates are short-changed on all four. It matters not, for example, that you have a great strategy (head) if execution (hand) is found wanting.

The second insight speaks to leadership balance (coherence). Balance describes performance excellence in each of the four domains. It is also about how those domains combine. Specifically, how the head and hand; the hand and heart; the heart and spirit; and the spirit and head come together.

HEAD & HAND - The Hunting Ground:

  • Theme: if you don't win today there will be no tomorrow.
  • Actions: clear direction, the drive to win, customer focus, a differentiated value proposition, the discipline of delivery.
  • Mindset: it's fun to win.
  • Greatest potential disruption: lack of focus.
  • Balance: without the head and hand, know that your future will be shaped by missed targets.

HAND & HEART - Breaking New Ground:

  • Theme: doing what you have always done is a mandate for mediocrity.
  • Actions: growth, stretch, business development, cost savings, continuous improvement, technology, redefining process, putting new learning into practice.
  • Mindset: getting better every day, in every way.
  • Greatest potential disruption: assumptions that competitive advantage has an extended shelf-life.
  • Balance: without the hand and heart the status quo will inevitably rule.

HEART & SPIRIT - The Playground:

  • Theme: if you don't grow the talent base you can't grow the business.
  • Actions: pushing the boundaries, learning at the edge, teamwork, coaching, mentoring, collaboration, leadership of self, authenticity, caring.
  • Mindset: how you learn is at least as important as what you learn.
  • Greatest potential disruption: a bully in the playground.
  • Balance: without the heart and spirit expect to always be short of top talent.

SPIRIT & HEAD - Moving To Higher Ground:

  • Theme: tomorrow's marketplace will be different. Count on it!
  • Actions: rethinking possibility, forging a new direction, succession, innovation, risk, emotional buy-in, commitment, letting go.
  • Mindset: entrepreneurial.
  • Greatest potential disruption: lack of succession.
  • Balance: without the spirit and the head, know that you are passing the baton of opportunity to the competition.

Inspirational leadership

It's not enough for the leader to communicate where we are heading. Gaining buy-in has to draw on language, imagery and story. To inspire is to make tomorrow's success come alive in the room today. If you can imagine it, you can implement it. If you can see it, you can be it. To inspire, the leader has to believe and convey with every strand of their DNA, not that this needs to happen – but that it will happen.

It's not enough to push for development and growth. To inspire, the leader has to display a personal passion for learning. Leaders are readers. They give full reign to their own sense of curiosity and draw it out in others. They see resilience not as bouncing back after a setback but learning from the experience and, as a result, being better equipped than ever. They build great teams. They ask great questions and, in doing so, transform what is into what can be.

It's not enough that the leader be respected. To inspire, they have to step down from the pedestal, look people in the eye and act in such a way that those they lead know, really know, that they care more about their success than their own. To lead is to care. Caring is step one in engendering trust.

Good leaders will engage some of the team, some of the time. Conversely, it takes a leader who brings leadership balance to the role, who knows how to inspire, who does inspire – to instil a sense of lasting commitment from all of the team. Leaders must lead! Leaders do lead. Are you the leader they need?


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 Building Blocks of Coaching

Coaching that is limited to making the coachee better at what they have always done or fails to factor in the emerging business context is a poor investment. The coaching conversation must be informed by:

  1. The emerging economic environment.
  2. Tomorrow's customer's needs.
  3. The business strategy.

Within that future-oriented mindset, regardless of level, a number of coaching disciplines are common.

  1. Coaching isn't about giving advice. It's framing the conversation such that the coachee finds their own way (power to).
  2. What the coach believes the coachee will perceive. The coach must thus work from the belief that the agreed outcome will – not might – could or should happen.
  3. An experienced coach learns how to work from a beginner's mind.
  4. To coach is to listen in the way the coachee has always wanted to be listened to.
  5. New behaviour emerges only when the coachee changes the conversation they are having with themself. 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.
  6. A great coach is tough-minded. Tough questions, candour and the capability to talk to power become the tools of the trade. Silence is invariably the best question of all.
  7. Coaching is a supportive behavioural dance.

Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility. As an example, if the coachee's role involves significant international experience, a coach without that experience is a poor fit.

Insights from "Coaching the CEO".

Ongoing talent development is crucial to maintain a competitive advantage over one's competition. TRANSEARCH's leadership consulting solutions are delivered by highly experienced professionals who have access to research-based intellectual property, methodologies and cutting-edge tools.


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.

Why It All Comes Back To Company Culture
transearch.com

Recruiters are working over-time to meet the demands of companies that cut back during the global outbreak, and which now are overly reliant on too few steady performers who have been pushed very hard for too long.

As the global economy ramps up, professionals across a wide swath of industry spaces and management job functions are finding once again that they have good options to consider a career move, and more of them are again exploring what’s possible with other employers.

Yet companies planning on the same approach to employee retention may find themselves on the wrong side of the talent market pendulum shift.

Read "Why It All Comes Back To Company Culture" leadership insights

The Psychedelic Medicine Renaissance: A Movement Looking For The Right Leaders
home.bedfordgroup.com

In the cresting Psychedelic Medicine industry, it will fall to a particular quality of leader to keep things trending upwards and marching forward, while avoiding potential and predictable hazards.

So, what are some of the qualities that will distinguish the leaders we need? What type of person can help turn the growing interest in Psychedelic Medicine into an era-defining industry?

Here is a list of the five top core competencies required in psychedelic medicine industry leaders.

Read "The Psychedelic Medicine Renaissance: A Movement Looking For The Right Leaders" leadership insights

Key Dimensions To Focus On In Disruptive Times

A recent TRANSEARCH survey among C-Level leaders regarding their experiences and priorities in a shift to the "new normal" identified four key dimensions to focus on in disruptive times:

  1. Culture - The adaptation to the "new normal" is reflected in the importance of corporate culture & the understanding of leadership.
  2. Leadership - Servant leadership will be the "new normal": trust, empathy and resilience and the ability to lead virtual teams will be key. Leading virtual teams needs a different skillset.
  3. Transformation - Successful transformation projects require a holistic roadmap, an agile organizational set-up, the alignment of purpose, tools and clear rules.
  4. Innovation - Innovative strength is generally regarded as an indicator of future competitiveness. Therefore, you should hire the smartest people in system-critical positions and let them tell you what to do. Listen well!

The four key dimensions can be tackled successfully with a strategic HR management positioned at C-Level.

Importance of the four dimensions plus enablers:

  • Dimensions
    1. Adapt the culture to the new necessities.
    2. Improve leadership competencies.
    3. Transform processes to enable remote efficiency.
    4. Innovate with a focus on customer success.
  • Enablers
    1. Install strategic HR management.
    2. Recruit and retain the smartest people for key positions.

TRANSEARCH provides a platform to its network of C-Level leaders for discussions on how to come out of the crisis stronger. For further information about the survey or discussion platform please get in touch with Dr. Carlo Mackrodt or Dr. Stefan Schwaenzl.


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.

Leadership, Learning and Agility: The Way Of The Dolphin

Elegant, highly intelligent, fast, and adaptive, the dolphin represents a powerful metaphor for today's leadership; an apt descriptor for an individual capable of moving, as needed, across all three of the territories (T1 - instruction, T2 - exploration, T3 - play).

The dolphin seeks collaboration, looks to improve effectiveness by impacting the total system, and strives to expand rather than exploit its natural boundaries. The difference is most clearly identified in how a dolphin creates a powerbase. The dolphin asks a new question.

Apart from speed and elegance, the dolphin has a number of natural assets that makes it the true master of its environment. Comfortable swimming in harmony with others, it can communicate across all three territories. Dolphins respond to signals of concern in an empathetic and caring way.

The dolphin is quickly identifiable by its ability to traverse the water available - even expand the size of the pool. The language of the dolphin is rich and compelling. The dolphin uses words to paint a picture not merely of the way things are, but the way things need to be. Through rich and vibrant imagery they create tomorrow in the room, today.

A master of language and story, the dolphin's metaphors are inclusive, often encompassing humour and drawing examples from nature to reframe perception. The dolphin is also comfortable swimming at any depth and, with one thrust from its powerful tail, can move from the surface to the bottom of the pool and be equally comfortable - be it organizational level, dealing with concepts, international exposure, and/or involvement in operations.

In that they put the needs of others first, trust is the abiding contribution that a dolphin brings to selling, the team, and building a constituency. A dolphin defines success in terms of value creation and lasting partnerships. What do we need to do to build a long-term relationship? Successful business development is predicated on building a value proposition focusing on where the customer will be and not where it's perceived that they currently are.

The dolphin invariably reaches out and asks to be coached - by another dolphin! The dolphin is perceptive and, with exceptional powers of hearing, is quick to identify the needs of others. The dolphin responds to problems by reframing the context, creating strategic opportunities, encouraging diversity, building the team, and welcoming constructive conflict as an opportunity to generate new ideas. All this is performed with elegance and speed of action.

Insights from "Leadership, Learning and Agility: The Way Of The Dolphin (PDF)".


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.

There's a Name for the Blah You're Feeling
nytimes.com

"It wasn't burnout - we still had energy. It wasn't depression - we didn't feel hopeless. We just felt somewhat joyless and aimless. It turns out there's a name for that: languishing… Languishing dulls your motivation, disrupts your ability to focus, and triples the odds that you'll cut back on work."

Excellent article by Adam Grant explains how a sense of stagnation and emptiness may be the dominant emotion of 2021, and offers insights into what we can do about it.

"Even if you're not languishing, you probably know people who are. Understanding it better can help you help them."

Read "There's a Name for the Blah You're Feeling" leadership insights

The Challenge for Global Leaders and Learners

The challenge for global leaders and learners (those terms should almost be synonymous) is to learn how to adapt to changing business currents and how to selectively engage the experience and insights that have served us well in the past while embracing new knowledge and a new sense of open-mindedness for whatever comes next.

Part of this new playbook for professional and managerial growth is to make some well thought out investments in the next generation of leaders who may, sooner perhaps than you might have previously imagined, be successors to some of the most pivotal roles in your enterprise. Perhaps even yours!

You see, mentoring, encouraging and acting to promote promising younger stars in our modern-day, highly interconnected global organisations is not only part of the chemistry for future growth we need to achieve ambitious goals, but also the means through which we see business opportunities through a different lens and build the internal support for seizing them.

Insights from "Providing Opportunities for Next Generation Leaders".


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.

Healthcare Business Outlook, Workplace, Culture and Leadership Trends
bedfordgroup.com

In the summer of 2020, Bedford Group Transearch, the leader in executive healthcare talent solutions, surveyed companies to gain perspective regarding their business outlook, workplace insights, culture and leadership trends, emerging from the Covid crisis. Polling executives from North America Pharmaceutical, Biotech, Medical Device/Technology and Healthcare Services, the following provides a summary of key results.

Read "Healthcare Business Outlook, Workplace, Culture and Leadership Trends" leadership insights

The Culture Conversation
linkedin.com

TRANSEARCH International held "The Culture Conversation" webinar on the 8th July 2020.

Culture isn't an end in itself. It is a container for diversity. It both frames and supports the organisation's value proposition. It is the bedrock of a great brand. It is 'the engine' that drives change. It's what separates a great company from the rest of the pack. The greater the change, the more an organisation's culture has to reflect the new reality. Simply put, organisation culture and the leadership challenge implied, is more relevant at this moment than ever.

Leading the webinar was John O. Burdett, who has worked in over 40 countries as an executive and as a consultant for businesses that are household names. He has worked on and continues to work on leadership development and organization culture for some of the world's largest corporations.

For more information please visit www.transearch.com or contact your local TRANSEARCH Consultant.

Read "The Culture Conversation" leadership insights