Category: Management

Seeing, but not believing

When it comes to senior level hires, there is often talk of chemistry’, how pleasant or well liked the company and/or candidate was, the overall bonhomie and friendliness of the interview and conversation. Without question it’s an important component, but insufficient to make a decision, based on some talks and gut feel. Whether you’re hiring…
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Ain’t what you do but the way you do it

The people I work with in my coaching practice average 20 years work experience, some more, some less. Most know their business reasonably well and are proficiently good or excellent in their jobs (let’s skip over those that hate what they do; that’s another blog..). What these people have in common is their functional, industry-specific…
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My rules of how not to drown at the outset

Onboarding? More like waterboarding… …So said a friend to me the other day when I asked him if his new company was on-boarding him at all. And recently met up with someone else who said the new company’s on-boarding was to go around the office and meet the COO, CMO, CIO (who said, “Don’t bother…
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8 steps to (interviewing) heaven

When I receive mandates for a search, clients often remind me of urgency and completion by a certain time. All well understood and expected. The fast time frame, however, is often not adhered to, sliding into a “hurry up and wait” cadence. Why is that, given such urgency and need? I have observed that many…
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Sideline savvy skills

On the sidelines of the soccer pitch, speaking to another soccer dad I have not seen in a while; “How’s business?” “Not bad, travelling a lot, company’s going through some restructuring, looks like the boss here (a S. African) is now reporting to Sydney instead of the US [and the dad I’m speaking to is…
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Talent, where art thou? A tale of two leaders

Some organisations–and leaders–seldom have a problem attracting good talent(and not just huge branded MNCs). If asked, these people would likely say that if you want strong talent, spend time knowing the market–who is where, a lot of effort meeting and interviewing people, hire only on strength, and when ready to get them on board, act…
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All in favour say “Ay”… uh-oh..

When senior management gathers around the meeting room table, the focus is often on decisions to be agreed upon, short-term or long-term, the impact on corporate performance and direction, all fairly standard stuff. A decision is always a choice-usually between not-so-good and potentially good ones, hardly ever between a great and awful choice. No guarantees…
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The job description–made to last

I look at job descriptions and at people’s CVs through the day. I assess their skills, work history, presentation and aspirations, how they compose and formulate their CV, their reflections, aspirations, ability to listen, how the articulate and market themselves, sometimes with a dollop of self awareness.. I usually (after an hour or so) understand…
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