Great Organisations Are Built Around Great Teams
transearch.com (PDF)

Leadership, as it must be, is strategic. It's to step back, see the big picture and, to the extent possible, create tomorrow in the room, today. Covid is but one piece of a chaotic and ever changing political, economic, societal, business and interconnected leadership puzzle. At the centre of all of this is 'the team' … a basic and fundamental blueprint for organisational and personal success.

What follows is intended as a practical guide for:

  1. Setting the scene for a virtual team.
  2. A new or established leader who needs to take the team to the next level.
  3. The executive who feels that, as the organisation navigates the turbulent waters of change, the team is losing its impact.
  4. The HR executive, division head or external recruitment specialist (e.g., the executive search consultant) who, in orchestrating team fit, needs to understand the team they are hiring into.
  5. A manager or external resource faced with the challenge of coaching the team.

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Everybody Wins When Managing Candidate Expectations

Human nature is restless. How many times have you questioned a recent purchase or even suffered from so-called buyers remorse? This is a natural occurrence and it more often than not happens to you in a professional capacity, for example: you join a company as a new addition to the executive team, but at the same time continue to consider offers from other companies.

Research has shown that very few new joiners are completely confident in their choice. It is such an important decision that many continue to study the market, hoping to confirm or deny the correctness of the decision made. It might be that they are confident in their choice and find the new company completely suitable, but they find that executive search consultants and companies are still approaching them. This is particularly the case if they were not a passive candidate, but were actively looking for a new challenge.

It is also true that the more interesting the opportunity the greater the likelihood that executives might be tempted to at least attend an exploratory conversation. The latter scenario is not unusual in itself, but when an executive continues to remain unconvinced that their new position is suited to them we have to consider how we could have addressed this situation before they actually joined.

There is also the possibility however that some candidates choose a position with the knowledge that it is unsuited to them. The last possibility is that after joining a candidate realises that the company culture just does not suit them or that the reality of the role is not how it was described.

Whatever the candidate's motivation might be, the cost of unsuitable hires is quite substantial; not to mention damaging for the executive in question.

In light of the above, the role of the Talent Manager and the executive search consultant, remains important in the hiring process. It is their responsibility to accurately manage the candidate's expectations and to determine their motivation at the interview phases. Once the candidate is onboard however a keen interest in their adjustment should be a priority - this could take the form of a formal induction programme, but it could also be a coach that familiarises the candidate with the ins and outs of the company.

As TRANSEARCH consultants we take pride in our commitment to the integration of the candidate and keep in regular contact with both parties for at least the first six months of employment. As a third party we are often able to act as mentors and external HR-experts, listening to claims and fears of candidates while understanding the needs and requirements of the client.

To discuss our wide-ranging approach to leadership acquisition and management assessment find a TRANSEARCH consultant by expertise, region and country.


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.

Effectively Managing CEO Succession

Most corporate boards make two critical mistakes when it comes to CEO succession.

First, their boards fail to make it a continuous point of discussion, and so it devolves into a reactive, episodic exercise that typically excludes any semblance of creativity, risk-taking and inclusion.

Second, they fail to understand that CEO succession is the business process most subject to internal and external influence, politics, ego and reputation building.

Over the years, numerous studies have revealed that a surprisingly high number of global corporations lack a formal, ongoing plan for CEO succession. Others don't even have a crisis plan for dealing with an emergency involving immediate succession for the CEO - the proverbial "hit by a bus" contingency plan.

Correcting this requires actual board governance, and a demonstration of the board's serious intent to institutionalise CEO succession discussions on the board meeting agenda, make it a priority and do more than pay the topic lip service.

Boards must also realise just how influenced CEO succession is by their member Directors, by the outgoing CEO, by candidates for the role, current executives, executive search consultants and other advisors, such as those who perform board evaluations.

For this reason, the board must ensure it doesn't cede control by handing the process over entirely to any one of these parties. Rather, it must orchestrate a process that is inclusive yet one that also clearly defines the contributions and roles of each party.

CEO succession is clearly a case of quality in, quality out. You simply can't maximise quality and maximise your succession options when all you can do is scramble to react or simply don't understand all the different influences on the process and the result.


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 Will Disruptive Technologies Impact Professionals In The Future Of Work?
transearch.com.au

The speed with which technology continues to progress has been a discussion point throughout history, which started well before we had the means to document our conversations. While there’s no doubt that the tools we have invented to manage the way we live and work have brought benefits, many have caused considerable disruption, not just to industry, but entire economies.

In this digital age, how will you not just survive, but thrive? What is the future of work for people in your industry or sector?

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