As global executive leaders, our work lives are filled with requests for guidance, support and answers to difficult business challenges.
Others know the experience and expertise we bring to the organisation. They respect our judgment, and they appreciate encouragement and candid conversations.
Colleagues and employees alike trust our views of the marketplaces we serve and the growth opportunities we see, and they value our insights, particularly in challenging times like these…
Our world has changed drastically, and more rapidly, than anyone could have imagined just a few short months ago.
As the awakening of new sensibilities about public health, employment, culture and the digitisation of human relationships continues, global business leaders must pay particular attention to how the expectations of those around you are shifting…
In the context of COVID-19, determining executive compensation is far more complex and important now than ever before.
Stephen Diotte from TRANSEARCH Canada partner The Bedford Consulting Group shares perspectives on the importance of preparing for 2021 compensation cycles now to ensure company survival through this crisis and beyond…
‘When people support each other they not only share the burden, they find inspiration in the actions of those around them.’
Concerns about the global spread of Coronavirus have taken centre stage in recent weeks. Today, in many unprecedented ways, countermeasures to slow its advance have disrupted the daily work routines for hundreds of millions.
Left in its wake – aside from the illness itself – are the fears, uncertainties and ambiguity of how to cope. How to work remotely without getting distracted by the many competing interests? How to set priorities when everything seems like a priority? How to respond to the questions about the future for which, right now, there are few answers?
There are times in one’s executive career when our reputations are shaped and our legacies forged for good in the hearts and minds of those we work with.
These may take the form of a dramatic workplace shift, the death or sudden illness of a colleague, or something central to ethical leadership. Whatever the form, these modern-day challenges for executives tend to raise heartbeats (and perhaps brows, too), lead to questions and uncertainty and almost always call on individuals to decide what matters most to those touched by the situation.
We would like to share TRANSEARCH International’s ongoing response and planning in relation to the coronavirus (COVID-19) pandemic. Our business continuity plan takes the following overall principles into account: care and responsibility to TRANSEARCH team members, clients and candidates and the wider community. Our actions and decisions are based on our desire to safeguard those around us in our ongoing effort to make a positive impact on the wider COVID-19 crisis.
This is a deeply disturbing time. As the situation continues to evolve rapidly, our first concern is to keep our people, clients and candidates as safe as possible. As a multi-national organisation we are closely following local government announcements and will continue to update our contingency planning in line with official advice. We remain up and running and committed to providing the same level of service our clients and candidates are used to. Our teams are being advised to work from home as much as possible, where they continue to be fully operational with normal access to our phone and computer systems. In those jurisdictions where we are permitted to keep offices open, we will do so while adhering to all health and safety guidance.
Many of our clients and candidates are, understandably, very concerned about how these extraordinary developments will impact them in both the short and longer terms. We will be posting regular briefings on our website which you may find useful and of course your usual TRANSEARCH International team is on hand if you need support.
Business continuity plan
TRANSEARCH International maintains a practical business continuity plan as part of our everyday operations. We have established a management led coronavirus response team which is closely monitoring the situation and reviewing our business continuity plan in the context of a rapidly changing health environment.
Across our office network we operate a flexible agile working policy which allows our teams to work remotely from any of our locations or from their homes. The robust nature of our IT infrastructure means we can scale this policy to accommodate entire teams working away from the office while maintaining the provision of services.
In any situation the safety of our staff and clients and candidates is our first priority and we will continue to test our contingency planning while the coronavirus outbreak remains an escalating situation.
Meetings and events
We are following local government plans and taking necessary and reasonable steps to protect our people and safeguard our clients and candidates as best we can while ensuring there is a minimum impact on the business.
In the case of any client meeting, if it can effectively happen using technology, this is our preferred approach. If a face to face meeting is deemed essential for business reasons, we will ask all clients and or candidates to confirm if they have been in contact with a person with coronavirus or are displaying symptoms themselves. If either of these circumstances apply, we will do our best to facilitate a meeting using video or conference calls.
We are reviewing our programme of events and have cancelled any that were scheduled to take place in our offices between February and end May. For events at external venues, we are working closely with co-hosts to decide whether or not the event will take place and following local government guidance relating to private gatherings. In the meantime, we are in regular communication with every venue to ensure that all appropriate measures are taken to mitigate the risk of transmission of coronavirus (COVID-19). Guests will be notified immediately if an event is cancelled.
While the various local governments have issued advice against all non-essential travel globally, we do not feel it appropriate to issue specific guidance on this issue; it is hoped and strongly recommended that all of us will check and follow the government guidance issued in our country before travelling.
On behalf of the TRANSEARCH Team, we hope you stay safe and well.
Choosing the right leader for any organisation is its most important business.
Just ask employees and shareholders, and they will tell you that their experience and investment will hinge on whether they can follow the man or woman with the utmost accountability for future results.
Customers, too, will weigh in but most often only if issues with products or services are somehow disrupted or changed without their support. These are the silent majority stakeholders who will assume the mantle of leadership for the brands they support will be passed from one capable steward to another.
One of the most difficult challenges today’s global executives face has everything to do with the shifting market dynamics that are already changing or threatening to disrupt legacy customer and distributor relationships.
Consider the convergence of technology and financial pressures that will invariably drive major changes in how healthcare is delivered to patient populations. Then comes growing digitisation that is putting more power and control in the hands of consumers with mobile applications.
“Culture is the glue that binds an organization together and it’s the hardest thing for competitors to copy. As a result, it can be a lasting source of competitive advantage.”
Creating a winning culture will call on a very different type of skill set than is traditionally called upon by a CEO. You need the capacity to listen, empathy, and compassion to grasp the nuances of a winning culture and integrate each of them into your day-to-day operations.
“Culture” can sound esoteric and hard to wrap your hands around, but it’s not so complicated. You can manage and measure a winning culture by spending time on it. In fact, whatever time you’re currently spending on culture, quadruple it.
Be honest with yourself about where your culture is today. Find a clear vision for where you want it to be a year from now and then map an achievable action plan with the steps you’ll take as an organization to get there. Think about how this vision comes together on a day to day basis, how will it change the way you attract and assess new talent coming into your organization? Will it change the leadership competencies you encourage, develop and reward in leaders?
Action plan: Don’t “hang your hat” on positive engagement survey results. These type of surveys speak to the current climate of the organization at a given point of time and are not your culture. Identify where you need to be to WIN in the next 3-5 years and what needs to change with your current culture to best enable you to get there. Talent acquisition should be focused on hiring for the emerging culture.
“The most successful organizations will equip employees with what they need to make, measure, and sustain progress on diversity and inclusiveness.”
We know that companies are far more successful and innovative when they leverage diverse talent, and that it is no longer acceptable for “diversity” to be a keyword.
A CEO must possess an authentic intention and a solid plan for integrating diversity into every level of their organization and culture, and the new standards for diversity include diversity of experience and thought, in addition to physical and gender diversity.
Action plan: Consult with your CHRO and Talent Partner to re-examine how your organization attracts, assesses and onboards talent to ensure diversity and inclusion are being facilitated systematically with the highest-possible standard for democracy.
“True leadership stems from individuality that is honestly and sometimes imperfectly expressed… Leaders should strive for authenticity over perfection.”
— Sheryl Sandberg, COO, Facebook
Humility, empathy and masterful listening skills are all part of a mindful business practice and essential components for fostering a culture of disruptive innovation.
Mindful business isn’t a theory or a philosophy, it is a series of decisions you can make to drive buy-in, help people feel heard and part of a movement bigger than themselves. Mindful business is a means for making every member on your team feel safe to come up with big ideas.
Surround yourself with people that compliment your development areas and create influence with leadership. Learn what you need to know and not what your ego wants you to hear.
Action Plan: Read “The Mind of The Leader: How To Lead Yourself, Your People, and Your Organization for Extraordinary Results” by Rasmus Hougaard and Jacqueline Carter for Harvard Business Review Press. “The Mind of the Leader” offers a radical, yet practical, solution. To solve the leadership crisis, organizations need to put people at the center of their strategy. They need to develop managers and executives who lead with three core mental qualities: mindfulness, selflessness, and compassion.
This article was originally published by Steven Pezim, Vice Chair of the Board – TRANSEARCH International