12 Ways The Business Context Is Changing

The organisation that got us here won't get us to where we need to be. The environment, and social and corporate governance (ESG) on their own demand new ways to think and act. Factor in the urgent need for diversity and inclusion, a whole generation who are disenfranchised economically, the combined and unrelenting forces of digitalisation, talent shortages, remote employment, market entrants that reinvent the sector, the avalanche of disruptive technology that lies just around the corner and we have little choice but to uncover new ways to organise.

Shareholder value » Stakeholder value - Unless all of the stakeholders count, none of the stakeholders count.

Leadership based on "same as me" » Leadership recognising the value of diversity - The greater the difference on the team, the greater the difference the team can make.

Strategy dominates the executive conversation » Culture takes centre stage - Long after the strategy has been shredded, what will endure is your culture.

From Head (direction) and Hand (delivery) only leadership » Leadership that also engages the Heart (developing) and enriches the Spirit (authenticity, empathy) - Leadership balance: Head, Hand, Heart and Spirit.

Rewards, benefits, goals and corrective feedback are the dominant force in shaping behaviour » A compelling purpose and work that matches capability with opportunity - Unless all of the stakeholders count, none of the stakeholders count.

A mindset where the employee supports the customer » The employee is treated as if they were a customer - Happy customers draw on happy employees.

A culture of feeling disillusioned, disconnected and discontented » A culture where there is a genuine sense of belonging - Research suggests that a sense of belonging is the single most important factor in retention.

A business development process dominated by "How do we make money from this relationship?" » A business development process that focuses on "How do we best contribute to the customer's/client's success?" - Without trust, you ain't got much.

An organisation reliant upon hierarchy » An organisation that is Focused, Flat, Fast, Flexible, and Fertile to new ideas - The organisation is a team of teams.

The team works for the leader » The leader works for the team - Servant leadership prevails.

A platform where "what" people learn has precedence » A setting where "how" people learn becomes the priority - Speed of learning is the only truly sustainable competitive advantage.

A reliance on rules » A climate where the organisation's values give people permission to act - Research suggests globally only about 15% of employees are engaged.

Insights from "Is It Time To Revisit Your Organisations Values?". Download your copy from our website today https://www.transearch.com/orxestra/downloads


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.

Is It Time To Revisit Your Organisations Values?

The organisation that got us here won't get us to where we need to be. The environment, and social and corporate governance (ESG) on their own demand new ways to think and act. Factor in the urgent need for diversity and inclusion, a whole generation who are disenfranchised economically, the combined and unrelenting forces of digitalisation, talent shortages, remote employment, market entrants that reinvent the sector, the avalanche of disruptive technology that lies just around the corner, and we have little choice but to uncover new ways to organise.

The organisational shift demanded falls firmly within the realm of the organisation's culture. Culture is a system. Systems thinking means striving to understand the relationship between each element. And this is where the organisation's values make their entrance. Values are a loadstone, a core/central element in culture that brace (link) the other elements; in particular, the four central pillars of organisation culture: purpose, diversity/inclusion, brand and speed.

Insights from "Is It Time To Revisit Your Organisations Values?". Download your copy today https://www.transearch.com/orxestra/downloads


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.

Great Organisations Are Built Around Great Teams
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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.

Read "Great Organisations Are Built Around Great Teams" leadership insights

Servant Leadership Will Be The "New Normal"

A recent TRANSEARCH survey highlighted that servant leadership will be the "new normal". Trust, empathy, resilience and the ability to lead virtual teams will be key.

Results:

  • Decisions based on transparent KPIs will be more important than ever.
  • The employees are highly motivated to find solutions for new requirements.
  • Leaders spent more time communicating with employees.
  • The speed of decision-making was improved by using digital meetings.

Conclusions:

  • In times of uncertainty, clear communication helps.
  • Employees seek purpose in their daily tasks.
  • Leaders need to set clear guidelines and act as coaches. The hierarchy-oriented leadership style will fall into decline.
  • Strict time management should be supported by trust, transparency and clear KPI settings.
  • New possibilities of flexible working arrangements may help improve productivity and work-life balance.

Recommendations:

  • Act as a servant leader.
  • Check whether your current leaders match your future employees' expectations.
  • Manage by targets and results. Avoid micromanagement.
  • Adapt your performance management system to the requirements of the "new normal".
  • Boost resilience, lean back and trust your people.

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.

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.