Since all conversations inevitably gravitate towards COVID-19 nowadays, during a session with a few folks I mentor, an interesting query on distilling the essence of all that we hear, read and see into a leadership compendium sprung me into action. Based on my own research & hard thinking, this is the list I came up with…
The changing nature of work is driving the transformation of workspaces, from the place where assigned tasks were completed under direct supervision to intentional spaces where collaboration and engagement drive innovation and productivity. Digital transformation affords more possibilities than were available to previous generations, and yet as organizations endeavor to encourage collaboration, improve engagement, and retain top talent, they may find the answer lies not in another app, but in their physical space.
Ask experts, clients and consultants to define “trusted advisor,” and while there is fairly broad consensus in their answers, each perspective on what it means, why it matters, and how to achieve and receive the services of a trusted advisor provides nuanced insight to a coveted status and essential service.
This is an extract from the BlueSteps webinar Navigating an Uncertain Business Climate: Salary Negotiation, Career Growth and More, where Moderator Kathy Simmons, Director – BlueSteps Executive Career Services, talked with panelists including: Renee Arrington – President & COO, Pearson Partners International; Rosalie Harrison – Partner, Borderless and
Chris Swan – Managing Director, TRANSEARCH Canada.
When was the last time you had your car serviced? Six months… a year… two years? You’ve probably done it more recently than two years, because you want to make sure your car continues to operate reliably and get you where you need to go. Something similar could be said about your career management strategy. You can’t expect it to continue serving you well if you don’t take good care of it and change it when needed.
Leading video conference tools (SKYPE, GoToMeeting and others) are becoming ubiquitous tools for recruiting. You can make video and audio calls, exchange chat messages (using Skype’s software) on your computer and/or mobile device just over the internet. Many of the services are even available for free, or you can of course pay for added features. All of these tools use your computer’s webcam or an external web cam for quick video calls. More and more companies have begun using these tools recently. The do’s and don’ts list for a video interview is different from both in-person and phone interviews. Here’s a good start if you are prepping for a video interview.
Most people have never been taught how to conduct an executive job search unless they have had the insight to work with an executive career coach. Research shows that the average executive spends 4 years in a job — and has as many as 12-15 jobs over the course of a career.
You may thrive on variety and change in your career. But no one likes to linger in the “unknown’ too long when making a transition to a new job or career direction. Here are some tips to help you work towards finding a new executive job faster.
The global economic expansion post WWII led to tremendous growth in the retained search profession, beginning in North America and quickly moving to Europe, South Africa, Latin America, the Middle East and Asia as business thrived, global markets opened, and the demand for executive leadership outpaced the ability for organizations to develop that talent in-house.
An employer’s brand has become a critical component of attracting and retaining top talent. Employers are updating their benefits to include perks like social gatherings to revamping severance pay packages in order to remain competitive and be viewed as an employer of choice. But what organizational components are necessary to build a strong employer brand? What factors should executives and boards be considering when trying to attract and retain executive talent?
To thrive, organizations need to be nimble, innovative, and disruptive— not words often associated with large, established corporations. How do such legacy companies adapt, and what features of startup culture can (and should) large, established organizations appropriate, in order to adapt and stay competitive? AESC asked several experts how organizations need to adapt to survive, and thrive.