As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”
By Roger Jones
Deep-seated fears — of looking ridiculous, losing social status, speaking up, and much, much more — saddle children in the middle school lunchroom, adults on the therapist’s couch, and even, my research has found, executives in the C-Suite. While few executives talk about them, deep and uncontrolled private fears can spur defensive behaviors that undermine how they and their colleagues set and execute company strategy.
In 2014, I surveyed 116 CEOs and other executives, interviewing 27 in depth afterwards. Of the 116 survey participants, 73% were male, 27% were female, and all but 9% were based in Europe. About a third (32%) were CEOs or presidents; 31% were division/business unit heads; 30% were senior managers reporting to division/business unit heads; and 7% were in investment or professional services firms. (more…)
Our client is one of the world’s foremost providers of consulting, technology, outsourcing services and local professional services. Present in over 40 countries with almost 145,000 people, they help their clients transform in order to improve their performance and competitive positioning.
Position:
VP BPO Sales Leader, US (more…)
By Don Moore
The expression of confidence is intimately tied up with leadership. Would-be leaders are careful to present a confident face because it helps gain them credibility and convince others that they know what they are doing.
When George W. Bush faced John Kerry in their first Presidential debate in 2004, Bush criticized Kerry for having vacillated on the war in Iraq. “I just know how this world works,” Bush declared. “And in the councils of government, there must be certainty from the U.S. President.” Even those who may have disagreed with Bush’s policies may nevertheless support this view. In his profile of President Barack Obama, Michael Lewis put it this way: “After you have made your decision, you need to feign total certainty about it. People being led do not want to think probabilistically.” (more…)
by Ed Batista
Historically, leaders achieved their position by virtue of experience on the job and in-depth knowledge. They were expected to have answers and to readily provide them when employees were unsure about what to do or how to do it. The leader was the person who knew the most, and that was the basis of their authority.
Leaders today still have to understand their business thoroughly, but it’s unrealistic and ill-advised to expect them to have all the answers. Organizations are simply too complex for leaders to govern on that basis. One way for leaders to adjust to this shift is to adopt a new role: that of coach. By using coaching methods and techniques in the right situations, leaders can still be effective without knowing all the answers and without telling employees what to do. (more…)
