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There are 3 stages to a crisis:
Stage 1. Acceptance
Stage 2. Survival
Stage 3. Growth
To come out of this chaotic period stronger we need to move through all 3 levels of crisis and address ALL three levels of organisation culture:
Level 1. Issues that are clear and obvious.
Level 2. Enshrined habits and the values in action.
Level 3. Mindset.
John Burdett explains how and much more in his latest insightful webinar "Coming Down The Mountain - It's All Mindset".
You hear it all the time: "success is a state of mind." Have you ever wondered how two leaders can go after the same goal in the same way and yet just one of them succeeds? Is it sheer luck? Timing? Perseverance?
The webinar explores 7 mindset themes:
The session is presented by John O. Burdett, who has worked in over 40 countries as an executive and as a consultant for businesses that are household names.
Leadership insights from "Coming Down The Mountain - It's All Mindset Webinar" 
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.
Insights from "Great Candidates Ask Great Questions" by John Burdett.
Uncovering, informing, involving, inspiring and successfully bringing on board great candidates draws on six fundamental, hiring building blocks:
Insights from "Great Candidates Ask Great Questions" by John Burdett.
In working to come out of this crisis stronger, organisation culture is a leading actor - many leaders would suggest, the dominant issue - in creating a competitive tomorrow. The webinar explores 7 critical issues:
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.
If you are not fast, you are going to be last!
Insights from 'Speed of Learning: The Ultimate Competitive Advantage' by John Burdett.
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.
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:
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.
Any form of change that moves beyond improving 'what is' implies working on the organisation's culture.
In a world where agility, ideas, collaboration and global reach dictate who wins and who fails, tomorrow's organisation will, of necessity, be fast, flat, flexible, focused and structured as a network of networks.
Think of a team of teams … not traditional top-down leadership. Think jazz ensemble … not a marching band. Think work … not employment. Think community … not tribe. Think contribution … not title. Think collaboration … not cooperation. Think ideas … not ideology. Think values … not rules.
As for leadership, the market for talent will put a premium on software savvy, the capacity to leverage big numbers, speed of learning, comfort with ambiguity, personal resilience and the capacity to build community.
The dilemma: top talent is going to be more difficult to find than ever. Think hiring with tomorrow's culture in mind … not hierarchy. Think leading the charge … not being in charge. Recognise that we will need super teams more than we need superstars.
Insights from "If It Can Be Digitalised, It Will Be Digitalised" by John Burdett.
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. 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:
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. 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:
Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.
