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... Part 2 coming soon.

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.

The Succession Imperative

If you don't have the leadership you need, regardless of what else works, you still don't have much. As for a crisis, it might not - as has often been suggested - create leaders but it lets you know about the capability of the ones you have.

The leadership challenge describes a talent management system with a good many moving parts:

  • The capacity to attract talent
  • The talent acquisition process
  • Executive integration
  • Performance management
  • Leadership development
  • Building great teams
  • Traditional and tech-enabled teaching/training
  • Coaching/mentoring
  • Expediting the organisation's diversity and inclusion goals

And at the centre of that system, the straw that stirs the drink? The organisation's approach to succession. 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. In family businesses this is especially the case. Unfortunately, the evidence demonstrates that organisations don't exactly excel at succession.

Ultimately, the true measure of a leader isn't what they achieve while in office - it's what they leave behind. That even after the heaviest storm … you can still clearly see their footprints in the sand.

Insights from "It's Time To Rethink Succession".


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.

StrAgility - Culture Assessment

Conventional wisdom suggests that culture follows strategy. The dilemma: in a world where strategy is persistently under attack "the plan" has to be constantly revisited. The new dictum: culture enables strategy. What endures, what provides the platform for growth, what shapes future performance, what enables different strategic scenarios to unfold, is culture.

The challenge, of course, is not merely to possess a strong culture but to build a business environment that shapes how people act and, at the same time, supports emerging strategic scenarios. In a fluid and rapidly-changing business environment both clarity and flexibility are demanded.

The online StrAgility Culture Assessment explores culture in your organisation in terms of both strength (leadership, communication and teamwork) and agility (the customer's voice, talent management, and challenge the status quo) as a means to: 1) assess today's culture; 2) enter into the culture conversation with a view to take culture to the next level; 3) assess "culture fit" when bringing someone new onto the team.

Complete your culture assessment today »


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.

A Vital Message For Emerging, High-Potential Leaders

Put a group of ambitious, first-time business leaders in a room together today and the discussion will likely turn on top-line revenue growth, the challenges of entering new markets, risk management and what politicians should do to stimulate economies.

Each of those deserves attention in this especially volatile global business environment, but perhaps none as much as the cross-functional performance lever that is 'talent management'.

No matter one's experience, education, functional expertise or industry, the ability to inspire and lead talented individuals and teams to higher levels of business performance is central to enterprise success, and will be for years to come.

Now more than ever before, talent management is everyone's business. It is the lever of human potential that can most influence organisational results. Yet it is one so often overlooked, or contained within the Human Resources Department or given only lip service by chief executives who talk about "people as our greatest asset" yet who have, at the same time, allowed archaic HR practices to tamp down progress.

If you're a business leader, you are indeed a talent manager, and must see yourself as such. This is especially vital for emerging, high-potential leaders who are the next generation of business leadership.

Ours is the epoch when talent, innovation and intellectual property are becoming the prime competitive resources through which business goals and growth are achieved.

Great people most often leave their bosses because those top managers aren't connecting the needs of superior talent with organisational priorities. Leading companies excel with progressive talent management practices and policies.

It's time for every manager to commit to talent management as a continuous cycle for renewal and repositioning in a business world whose tectonic plates are shifting faster and with more risk and opportunity at stake than ever before.


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.

What Turmoil in European Football Taught Us About Stakeholder Capital

Occasionally, something enters the public discourse that represents a unique teaching moment. The turbulent events in April 2021, focusing on the English Premier League, provided such an opportunity. What we witnessed was an unforgettable series of actions that opened a window on a poorly understood concept – "stakeholder capital".

Kick-off

It all kicked off when the football (soccer) scene across Europe was thrown into turmoil. On April 18th, twelve of the biggest and wealthiest clubs in Europe (six from the English Premier League) announced that they had formed their own league (modelled on the NFL in the US).

Their goal? The opportunity to increase shareholder value. A move that would, literally, have amounted to billions of euros for each of the "chosen" clubs. As for the turmoil, a closed league – no promotion or relegation – of elite clubs would have inevitably destroyed the inherent competitiveness of the other major football leagues across Europe. Amongst the English clubs that would have been pushed towards insolvency are those with working class roots that go back to the early days of organised football in the nineteenth century.

J. P. Morgan secured the financing for the new league to the tune of £4.6b. Amazon, it was reputed, was in line to sign them up for broadcast rights. To the rest of world football the surprise move was presented as an arrogant fait accompli. A done deal!

Half time

Before the ink was dry on their agreement, however, the so-called "super league" was issued a red card. The unanticipated backlash from all of the other stakeholders – players, managers, fans, government, media, the press, etc. – was so great that the new league was carried off on a stretcher within 48 hours. Apart from having to give up the potential long-term gain, the twelve clubs involved reputedly (collectively) lost an immediate investment of 150 million euros.

Stakeholder value, as represented by the many, totally overwhelmed the financial opportunity being pursued by the powerful and uncaring few.
 
The Liverpool owner was forced to make a groveling video apologising personally to the fans for his lack of judgement. It's not very often we see billionaires admitting that they scored an own goal. A key figure in the breakaway league – the Chief Executive of Manchester United – announced his resignation. Others in the conspiracy (the Real Madrid President for example) decided to look beyond the negative banner headlines, ignore the thousands of protesting fans, push aside the wide-spread accusations of naked greed and perpetuate the view that they did it for the "good of the game".

If I could offer such individuals any advice it would be to avoid a night out in the north of England any time in the next decade or so.

Final score

As an aside, the "collapse" the failed owners facilitated endorses a leadership competency that should not be underestimated - "cultural reach".

No matter how well-honed a leader's instinct to financial opportunity, failing to fully understand the cultural setting the business operates in can only be described as "an act of crass mismanagement". After three years of planning in secret, that the owners would make this move in the midst of a pandemic is further proof that someone's cultural antenna needs a little tuning.

What can the rest of us learn from this? Apart from the need for transparency and empathy in the midst of a crisis, know that no matter how skilled or aggressive you may be success is, ultimately, about knowing how to read the game.

The company's footprint on the environment matters. Diversity and inclusion are central to how you build great teams. Talent vote with their feet. Reputation in the public domain is hard won and easily lost. Add the need to move decision-making as close to the customer as possible, the proliferation of choice, the expansion of Gig employment that COVID has brought about (work from anywhere), word-of-mouth marketing and the influence of social media to the mix and one starts to understand the ways in which the locus of power is moving from the shareholder (20th century) to a much wider range of stakeholder groups (21st century).

That companies quoted on the London stock exchange now must report (under corporate law) both "the employee voice" and "organisation culture" is a further indication that the times they are a changin'. Tomorrow will be different. Thought leadership is to help light the way.

Key questions

  1. Diversity and inclusion. Because aspects of "diversity" are clearly apparent, organisations are, invariably, fully aware of their ongoing progress (or lack of). "Inclusion" is far less obvious. Does your organisation's strategic agenda embrace an approach to inclusion as it applies to all of the stakeholders?
  2. Cultural reach. Are talent management decisions - hiring, promotion, succession, leadership development, coaching - informed by the organisation culture needed to bring tomorrow's business model to life? In that you can't manage what you don't measure, this implies measuring both the culture you have and the culture you need.
  3. Leadership capability. Is the talent, capability, experience and mindset displayed by the current Board of Directors congruent with the emerging organisation, technology, market and societal challenges your business faces?

Article by John O. Burdett, Orxestra Inc., © 2021. John is the founder of Orxestra Inc. and strategic partner to TRANSEARCH International. For more on leadership philosophy in the 21st century download "Leadership, Learning and Agility: the WAY OF THE DOLPHIN". It is a complimentary download from the TRANSEARCH website.


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.

Agility is a Way to Think

Organisation agility isn't something that is "nice to have". It's about survival. The problem? Culture is a system and like any system only as strong as its weakest part. You can't sprinkle agility on the organisation. You can't add agility piecemeal.

Agility has to be embedded into every aspect of the organisation's culture. Be it - scenario planning or systems; the brand or the behavioural interview; shared values or structure; problem solving or process; diversity or dialogue; compensation or competencies; mindset or measurement; talent management or trust; learning or leadership - "agility" must be a fundamental building block in the organisation's DNA.

From working on organisation culture, it's clear that the majority of organisations are far less agile than the emerging business environment demands. And that shortfall will become an ever more limiting feature of competitiveness. The question becomes "Where to start?"

Agility has to be integral to the organisation's design. It has to be evident in the organisation's value proposition. It has to be built into the value chain and be apparent in every sales and/or service interface with the customer. It's a process. It's a way to act. More than anything else, however, agility is a way to think. It's a mindset. As such, without "leadership" you still ain't got much. Not the leadership that got us here - but a way to be that exudes, encompasses, encourages, and expresses agility in everything the leader does.

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.

One Culture Or Many?

Is it possible for an organisation to have only one culture?

In a multidivisional organisation, it can be assumed that the different divisions will have somewhat different cultures. It's also the case that, even within the same division, the likelihood is that there will be subcultures (manufacturing vs. sales). And in the network organisation, different entities that do the same thing may well work (successfully) very differently. An international dimension only complicates things further. Where the businesses are very different there may well be a case to take a portfolio approach.

The assumption that different business entities - regardless of location, history, clock speed, product and/or customer base - should behave/operate in the same way is undesirable and unworkable. That does not mean that a degree of "oneness" cannot be achieved.

A common, compelling purpose, shared values, an overall push for diversity, inclusion, being customer-driven, a mutual philosophy around collaboration, the discipline that goes into talent acquisition, support for the local community, the need for candour, pooled best-practice and leaders who care can all build "sameness" while still recognising the value of "difference".

Conversely, attempts to enforce one approach with regards to, for example, compensation and/or talent management can create a degree of coercive tension that is less than helpful.

"Tight - loose" is a useful metaphor.

Create tomorrow's culture, today

Tomorrow will be different. We know we have to organise and approach delivering value for the customer differently but we can't simply throw all the cards up in the air and start again. How do we move forward if we can't change everything at once?

The answer? The "innovation garage" - a carefully chosen part of the business is parked separately to the rest of the organisation. The goal? With tomorrow's customer in mind, explore and experiment with:

  1. What it means to be customer-driven.
  2. Tomorrow's organisation design.
  3. Future technology.
  4. The most effective way to work.

In other words, create tomorrow's culture, today.

Attempts to build "one culture" may be a forlorn hope but it's important to identify and understand the different cultures involved.

Key question(s): Do you have one culture or many and, if the latter, how do you manage that difference?

Insights from "Leadership: Moving Beyond The Crisis" Orxestra Inc., © 2021.


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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