10 Succession Imperatives

If 'talent management' is the vehicle that supports business longevity, 'succession' – an often misconceived, misaligned and misunderstood process – is its engine. It is a critical investment that you cannot afford to get wrong. The narrative around succession is, invariably, drawn to big jobs with big companies. The reality is that every poor succession decision destroys value.

Why is succession so often adjudged a failure? Limited strategic awareness is the start of it. Being overwhelmed by the problems of the day is clearly part of it. But, more often than not, lack of practical intelligence is at the heart of it. Here are 10 succession imperatives »


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.

COURAGE: Mental Strength, Tenacity and Perseverance
transearch.com (PDF)

As you think about these troubled times, we would ask you to reflect on the language of leadership. In particular, a word that is currently very much on our mind… COURAGE.

As we dig deeper, the following leadership themes demand a level of comfort with being uncomfortable beyond anything previously asked of us:

  • Curiosity beyond simply a keen interest in your surroundings.
  • Organise the business with tomorrow in mind.
  • Understand what keeps top talent.
  • Resilience by learning and growing from experience.
  • Accept that creating tomorrow's customer is the very heartbeat of ongoing success.
  • Get fast or get out of the way.
  • Engage the heart and enrich the spirit.

Insights from "COURAGE: Mental Strength, Tenacity and Perseverance" by John O. Burdett. Download your copy today https://www.transearch.com/orxestra/downloads

Read "COURAGE: Mental Strength, Tenacity and Perseverance" leadership insights

Does Your Team Regularly Have A Vibrant Culture Conversation?

Culture is the often overlooked, all-pervasive, enterprise-wide, organisational DNA that dictates whether your strategy lands or if your brand sustains. It's "a way to be" shaped by the past but continuously honed by the emerging business, social, economic, political and customer context.

Cultural pillars and organisational values

Where many teams struggle is that they either take a simplistic approach or don't know how to have a rich and vibrant culture conversation. Culture is managed from the outside-in but demands leadership from the inside-out. There are four essential, supporting pillars of culture:

  1. Mission (why do we do what we do?)
  2. Diversity (diversity fuels innovation)
  3. Brand (why buy from us?)
  4. Speed (Focus – Anticipation – Simplicity – Technology)

The four pillars act like the foundation of a house. If they are poorly constructed nothing will stand for very long. And miss one out – or any of the other building blocks of culture covered in the next paragraphs for that matter – and constantly recycling the past is the best that can be hoped for.

Those four pillars are braced by the organisation's values. An organisation without values is a ship without a rudder. Values give people permission to act. The values represent the CEO's and top team's leadership point of view. Co-creating the values – involving as many people as possible in drawing up the values – sounds like a good idea but there is a reason the expression "a camel is a horse designed by a committee" came into being.

Ask, involve, confer and listen but don't abdicate. That said, the organisation's values must hold meaning for all of the stakeholders, especially the customer. It should be added that in a multicultural environment the term "values" comes with a good deal of baggage. "Why is the organisation telling me what my values should be? That's very personal?" The confusion between organisation and personal values is overcome if we think of the organisation's values as "guiding principles".

The four pillars, when married to the organisation's values, frame the context – the cultural canvas if you like. The most forceful elements on that canvas being:

Bringing culture to life

Bringing the intended culture to life means also working on:

  • structure;
  • core processes;
  • the nature and degree of freedom to act (how decisions get made and who makes them); and
  • how people learn (learning how to learn, speed of learning).

Meanwhile, if the "culture anchors" don't "introduce" the culture the organisation needs … stasis is assured. Leaders who stumble tend to focus on the drivers without, at the same time, addressing the cultural anchors:

  • mindset,
  • behaviour at the top of the house,
  • letting go of, as appropriate, past history,
  • myth,
  • language,
  • metaphor,
  • symbolism and
  • storytelling.

A cultural anchor is so called because it describes behaviour that, unless reframed with tomorrow in mind, puts a brake on progress like an anchor thrown from the back of a car. Addressing the white space on the organisation chart – the informal organisation – completes the picture. That white space isn't a vacuum, it's full of noise; a cacophony of often confused and conflicting babble … that you need on your side. If you don't manage the informal organisation it will manage you!

Your Organisation's Story

All of the elements described come together to shape the organisation's story. You are your story. Culture is story and story is culture! We are the storytelling apes. Story touches a part of the brain that nothing else can. Customers don't buy your product … they buy your story. They buy why you do what you do.

When top talent is evermore difficult to find and attract – as it is – a winning story is essential. Talent isn't attracted to your balance sheet; they want to join your firm because they love your story. And they stay – not because they swoon over your strategy – but because they are a happy captive of your culture.

It's not enough to have a great story – you need to know how to share it. A great story has five parts:

  1. Why do we do what we do?
  2. Where are we heading?
  3. What do we believe in?
  4. What makes us special?
  5. How does what we do make a difference in people's lives?

Recognising that millennials and iGen employees will soon be the bulk of your workforce – make sure that number includes giving back, building community and the environment.

When the road ahead is uncertain, speed of learning becomes the ultimate competitive advantage. Best practice (improved on), listening, story, symbolism, creative tension, a great question, challenging the status quo, risk, leadership reach, comfort with ambiguity, coaching, catching people doing it right, reflection and language become the oxygen upon which learning how to learn thrives.

What we observe shapes what we do. Until we listen to others – really listen – we can't listen to ourselves. The stories we share influence how we think. A compelling symbol cuts through the clutter. A great question makes people think slower … in order that they can act faster. When the status quo remains undisturbed … opportunity remains unfulfilled. When we coach others we tap into the best of who we are. In affirming others we give them permission to act. Wisdom is insight tempered by experience. Without reflection there is no learning. Language isn't important; it's everything. We navigate "what's possible" through metaphor. Same old language, same old behaviour!

Culture Imperative

Culture is a system. If you leave something out expect unintended consequences. Do you separate from the organisation those who don't live the values? Are language, imagery, metaphor, story and symbolism central to how your team seeks to create tomorrow today? In difficult times, how people learn is more important than what they learn.

Insights from "The 7 Questions Every CEO Should Ask About Culture" by John O. Burdett, Orxestra Inc., © 2018.


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.

7 Questions Every CEO Should Ask About Culture

For a great organisation, culture isn't an abstract or vague concept … it's real … it speaks to people. It's not a competitive advantage … it's a competitive imperative.

Insights from "The 7 Questions Every CEO Should Ask About Culture" by John O. Burdett, Orxestra Inc., © 2018.

1. Does your team regularly have a vibrant culture conversation?

Culture is the often overlooked, all­-pervasive, enterprise­wide, organisational DNA that dictates whether your strategy lands or if your brand sustains.

It's "a way to be" shaped by the past but continuously honed by the emerging business, social, economic, political and customer context.

2. Do you spend as much quality time on culture as you do on strategy?

It's become popular to use the expression "culture eats strategy for breakfast." It's colourful, catchy, engaging, provocative … and wrong!

In a world of uncertainty, the only thing that is predictable is that your strategy will be "subject to correction". Long after the strategy has been shredded, what will endure is the culture.

The new reality … culture enables strategy.

3. Is there clarity around what has made (and makes) the business successful?

A business exists primarily to create tomorrow's customer. Profit is obviously important but it's ultimately the outcome of doing the former well.

The organisation's culture delivers both the outward­looking (why buy from us?) and the inward­facing (why work for us?) value propositions. Of the two, the latter is more important.

If the brand promise doesn't live inside the organisation it can't live in the marketplace.

4. Are middle managers fully in the game?

No organisation of more than 150 or so people has one single and unified culture. The challenge becomes one of tight­-loose leadership: allow local differences to flourish while, at the same time, develop an overarching 'meta' culture that ensures common values, consistency, connection, collaboration, caring for the customer and an unrelenting commitment to the whole.

And the group that binds everything together is the "middle managers". Moreover, they are the only group that can!

5. Do you measure culture?

If you don't know where you're going … don't be surprised if you don't get there. What we don't know we can't address. It's difficult to raise the bar if you don't know how high it is. It's essential, however, that the culture measurement express, in business terms, where the organisation's culture is (roots) and where the organisation's culture needs to be (wings).

If you don't measure culture, you can't manage it. No less important, culture is strategic. We need to understand both where we are and where we need to be.

6. Are all of the communication channels fully brought into play?

Today is the slowest things will ever be! Culture and change serve and support each other. In the midst of this ongoing tumult the question becomes "Who owns the culture?" The obvious answer is "everyone". A more considered answer might refer to the Board, the CEO or even the top team.

However, perpetuated through a need for inclusion, self-protection and loyalty to one's immediate group, it is the fluid and highly adaptable informal networks. And who "feeds" the informal organisation? Middle managers.

7. Do you hire/promote with "tomorrow's" culture in mind?

The world of work is changing and the very definition of "a job" is, perhaps, changing most of all. Into this maelstrom rides talent management. The metaphorical quarterback of talent management … who and how we hire.

Getting culture on the right track means identifying the right candidate. Not every now and then … but every time.

Who you hire determines what's possible.

John O. Burdett

John has extensive international experience as a senior executive. As a consultant he has worked in more than 40 countries. His extensive consulting around organisation culture encompasses, literally, some of the world's largest organisations. John's coaching work, meanwhile, embraces a number of international CEOs. His company, Orxestra Inc., enjoys a strategic partnership with TRANSEARCH International.

transearch.com/orxestra/john-o-burdett

TRANSEARCH

As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day.

transearch.com


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.

2021 Board and Executive Compensation in the Technology Industry
bedfordgroup.com

Bedford Group/TRANSEARCH today announced publication of the 2021 Executive Compensation Report in the technology industry. This is the company's first annual industry-wide survey of compensation awards and practices of publicly traded North American technology companies.

This report is a precursor to an upcoming 2022 Bedford report that will analyse the compensation awards and practices of small, privately-held technology companies including tech start ups.

Read "2021 Board and Executive Compensation in the Technology Industry" leadership insights

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.

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

Making Talent Management Work

"Talent management is a system, not a series of stand-alone processes."

No organisation can afford to put talent management on the backburner. The loss of experience as the baby-boom generation retires, the overall shortage of talented leaders, the absolute need to engage and retain high-potential employees at every level of the organisation, and an environment which demands that organisations continually do more with less, all combine to make talent management a Board-level priority.

How do organisations get it right? What lessons have we learned over the years? In reviewing their own talent management agenda what questions should those at the organisation's helm be asking?

Talent management is an organic system

No matter who holds the title the CEO is, and must be, the organisation's Chief Talent Officer. Line and functional leaders who see talent management as a secondary priority quickly become a business liability.

Talent management is an organic system, not a series of stand-alone processes. And like any system the whole can never be stronger than the weakest link. Business leaders who fail to align the talent management system with the emerging business context are destroying value. Top teams that support investment in only one or two aspects of development and retention of the internal talent pool and who fail to aggressively address shortfalls in the rest of the system are sowing the seeds of tomorrow's mediocrity.

The dilemma: leadership myopia all too easily leads to the assumption that positive feedback around one process is a valid indicator of the health of talent management in the organisation overall. Unless they are an integral part of the talent management system interventions such as 360º feedback, climate surveys and/or mentoring, no matter how well-supported initially, are destined to become yet one more administrative burden.

The cultural journey

Talent management starts with a robust understanding of the cultural journey. To truly make an impact talent management has to focus on "the organisation we need to be become." Working to become ever better at who we are and what we do (talent management that reinforces the status quo) is to orchestrate tomorrow's missed opportunity.

Although both are important, there is an important difference between climate and culture. Climate is a measure of how people feel about the organisation at a specific point in time. Culture describes the underlying systemic pillars that shape behaviour over the long term. Talent management means insight into and action around both.

The engine of talent management

The engine of talent management is talent acquisition. If the talent acquisition process is found wanting, every other talent management process is marginalised. One of the implications is that the value proposition of those charged with supporting talent acquisition (e.g. executive search) must move beyond "We know the market place better than anyone else."

Capability must encompass areas such as cultural measurement, role-specific competency profiling, team fit, leadership assessment, and executive integration. All these must be complemented by the broad range of skills and resources needed to enable the firm in question to become a full partner in supporting the organisation's talent management actions.

The team is the basic building block of organisation growth. The challenge: if the performance management process, compensation approach, talent acquisition outlay, succession work and internal focus on coaching do not embrace the team much of the effort and investment in talent management is for naught.

The coaching conversation

There is value in separating the performance discussion from the ongoing and complementary performance coaching conversation. The former is periodic, focuses on the achievement of goals (or otherwise) and sets out the coaching agenda. The latter is ongoing, and is about delivering that which has been agreed in the performance discussion (the coaching agenda). The most effective performance management processes balance "the what" (outcomes) with "the how" (behaviour aligned with the organisation's values).

Coaching has to become an integral part of every leader's thoughts and actions. Put simply, a leader who can't coach can't provide leadership; he/she isn't creating the space for talented employees to exploit their own potential.

Successful coaching is ultimately measured by the extent to which the employee moves to the next level of performance. In many instances this means helping the employee/team reframe outdated/dysfunctional mindsets. Coaching that makes a difference focuses, in the first instance, on what is working, no matter how embryonic (leveraging strengths, delivering affirmation, building pride, reinforcing early success).

Coaching is an integral element in the talent management system overall; the coach must model the leadership behaviour implicit in the emerging culture and deliver in-the-moment feedback and affirmation, all while continuously coaching the team. With that in mind, the wider value of the external coach (consultant), beyond coaching leaders in how to coach and/or supporting the accelerated growth of high-potential employees, needs to be regularly challenged and evaluated.

The succession process

When it comes to succession more is less. Succession work that makes a lasting difference focuses only on those leadership roles that are truly mission critical. The succession process must also take into account the future competitive environment; only then can the organisation start to understand which of its leaders have the skills, knowledge and development potential to succeed tomorrow in the (mission critical) role he/she holds down today.

There is a profound difference between succession and replacement strategies: a leader in a mission critical role who isn't actively developing both for their own role is failing to fulfil their fiduciary responsibility.

Leadership workshops

Leadership workshops supporting individual development must be seen as a reward for performance excellence, not a right that goes with the individual's role or level in the organisation. Leadership workshops make a difference when the content is valid and accessible; when the "customers' voice" is an ever-present subtext; when the learning challenges participants emotionally; when the level of abstraction contained within the material is aligned with the "conceptual horsepower" of those attending; when adequate time is set aside to challenge the ideas and views presented; when ideas, dialogue and practice are given equal weight; when reflection is part of the mix; and when the skills introduced have immediate practical application.

Although measuring success is important, not everything delivered by the workshop can and should be measured. In addition to delivering "What to do differently on Monday," it is often important that leadership workshops strive to change the way participants see the emerging business challenge. Reframing mindsets, offering participants a new lens through which to see the world, and challenging established assumptions are characteristics of success that don't fit easily on a spreadsheet.

Finally, in that real learning doesn't begin until the participant returns to the workplace, there is a strong correlation between on-the-job follow-up and return on the investment made.

A "power to" approach

Talent management that thrives emphasises a "power to" rather than a "power over" leadership approach. This speaks to transparency, risk, and allowing talented leaders to have a real say in the development journey being charted. No less important: excellence means keeping it simple!

Talent management isn't new. Indeed, scratch the surface of any organisation that has sustained outstanding performance and you will find that talent management has played a large part in that success. The talent challenge per se may not be a recent concern but the urgency and need to get it right have never been keener. And the environment has never been less forgiving to those who stumble.


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.

Employ the Head, Empower the Hand, Engage the Heart, and Enrich the Spirit (Part 1)

Four leadership domains

There are four things an employee (regardless of level) needs – not wants, needs – from their immediate team leader.

  1. A clear sense of direction – where are we heading? How will the business environment evolve? Where and how is technology going to change the business? What will tomorrow look, sound and feel like? What is our unique point of differentiation? Who is tomorrow's customer? The head.
  2. The discipline of delivery – a cadence, a rhythm, a regular and continuing pattern of behaviour where the agreed outcomes and feedback regarding those outcomes are always in sharp focus. It's about an organisation that, by way of design, is agile enough to support tomorrow's needed speed of delivery. In performance terms, it's the need for everyone on the team to know where they stand. The hand.
  3. To provide a learning environment – mentoring, coaching, stretch, building the team, a focus on learning how to learn. Currency in the job market. The heart.
  4. That the leader in question is someone who everyone on the team respects and trusts – consistent, authentic, affirming, displays humility, keeps people informed, is tough-minded when they need to be and, regardless of the circumstances, they listen, really listen. The spirit.

A consistent and compelling performance ethos, day-to-day focus, an engaged workforce, and a sense of belonging – all draw heavily on the four leadership domains outlined above.

Leadership balance

Lack of leadership balance – behaviour skewed towards one of the above to the detriment of the others – and innovation and responsiveness become a lost cause. Meanwhile, failure to fully deliver against any one of these (four) leadership imperatives and for those you count on most, the grass will inevitably look greener elsewhere. Guaranteed!

To lead is to hire, promote and build for succession – at a level of excellence. Anything less is unacceptable. Nothing is more important. To be in a position of responsibility and lack mastery in hiring is to actively mismanage a critical business asset.

The head describes success in strategic terms.

The hand outlines what, specifically, needs to be achieved.

The heart captures the people management capability demanded.

The spirit is all about character. Character matters.

Talent acquisition, specifically, and talent management, generally, that fails to embrace all four leadership characteristics is a gateway to yet more recruitment.

It is obviously essential to be "customer-centric". But, what does that really mean?

The head implies being fully informed as to where the customer's business is heading. It's to understand the customer's emerging value proposition. It's to see opportunity through the customer's customer.

The hand means getting inside the customer's business processes, delivering on time and maintaining the highest level of quality.

The heart recognises that the buy-decision is based on emotion. Selling is not simply how well you get across what you do or even how well you do it – it's, ultimately, how you make the customer feel.

The spirit is found in truth, authenticity and living the organisation's values. Spirit comes to the fore in passion, perseverance and, when needed, patience. It is also about challenging those on the front-line to improve the processes that dictate how the work gets done – and do so every day, in every way.

The emerging culture

In shaping the emerging culture, leadership that draws on the head and the hand can be termed as "cultural drivers". Meanwhile, the heart and the spirit act like cultural anchors. If they are not present, in full measure, being who you have always been is the best that can be hoped for. Don't even think about implementing sweeping change (e.g., breakthrough technology) if the heart and the spirit are found wanting.

From our own research and the work of others, only one company in five "manage" their culture. Then again, the organisation's culture will change whether you want it to or not … if you are not attentive, in ways that are less than helpful.

So far so good, but even the leadership qualities outlined will likely not keep your high contributors on board should the right opportunity beckon. They need more … they need to be inspired. They need to believe that what we choose to call "work" is making the very best use of their time and ability. They need to be able to bridge the challenge they face today with what tomorrow's success will look and feel like.

This equates to leadership of an altogether higher order... Read Part 2 for more.

Insights from "Leadership: Moving Beyond The Crisis".


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.

Talent War Part 2: Five Tips To Retain Great Employees
transearchusa.com

Workers are quitting their jobs in droves across America.

In April alone, a record four-million people resigned. The average time younger workers are expected to stay in their current job is just over two years. And a McKinsey study showed only 7 percent of companies believe they can keep highly talented people.

While there are many reasons for the resignations, which we illustrated in the part 1 of our series on filling the skilled labor gap, in this article, we provide five tips to help you keep and develop your talent.

Read "Talent War Part 2: Five Tips To Retain Great Employees" leadership insights

The 7 Questions Every CEO Should Ask About Culture

1. Does your team regularly have a vibrant culture conversation?

Culture is the often overlooked, all­-pervasive, enterprise­-wide, organisational DNA that dictates whether your strategy lands or if your brand sustains. It's "a way to be" shaped by the past but continuously honed by the emerging business, social, economic, political and customer context.

2. Do you spend as much (quality time) on culture as you do on strategy?

It's become popular to use the expression "culture eats strategy for breakfast." It's colourful, catchy, engaging, provocative … and wrong!

In a world of uncertainty the only thing that is predictable is that your strategy will be "subject to correction". Long after the strategy has been shredded, what will endure is the culture.

The new reality … culture enables strategy.

3. Is there clarity around what has made – and makes – the business successful?

A business exists primarily to create tomorrow's customer. Profit is obviously important but it's ultimately the outcome of doing the former well.

The organisation's culture delivers both the outward looking (why buy from us?) and the inward facing (why work for us?) value propositions. Of the two, the latter is more important. If the brand promise doesn't live inside the organisation it can't live in the marketplace.

4. Are middle managers fully in the game?

No organisation of more than 150 or so people has one single and unified culture. The challenge becomes one of tight­loose leadership: allow local differences to flourish while, at the same time, develop an overarching 'meta' culture that ensurescommon values, consistency, connection, collaboration, caring for the customer and an unrelenting commitment to the whole.

And the group that binds everything together is the "middle managers". Moreover, they are the only group that can!

5. Do you measure culture?

If you don't know where you're going … don't be surprised if you don't get there. What we don't know we can't address. It's difficult to raise the bar if you don't know how high it is. It's essential, however, that the culture measurement express, in business terms, where the organisation's culture is (roots) and where the organisation's culture needs to be (wings).

If you don't measure culture, you can't manage it. No less important, culture is strategic. We need to understand both where we are and where we need to be.

6. Are all of the communication channels fully brought into play?

Today is the slowest things will ever be! Culture and change serve and support each other. In the midst of this ongoing tumult the question becomes "Who owns the culture?"

The obvious answer is "everyone". A more considered answer might refer to the Board, the CEO or even the top team. However, perpetuated through a need for inclusion, self-protection and loyalty to one's immediate group, it is the fluid and highly adaptable informal networks. And who "feeds" the informal organisation? Middle managers.

7. Do you hire/promote with "tomorrow's" culture in mind?

The world of work is changing and the very definition of "a job" is, perhaps, changing most of all. Into this maelstrom rides talent management. The metaphorical quarterback of talent management … who and how we hire.

Getting culture on the right track means identifying the right candidate. Not every now and then … but every time. Who you hire determines what's possible.

Insights from "The 7 Questions Every CEO Should Ask About Culture (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.

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