Archives for May 2019

Today’s recruiters and development staff are increasingly looking for candidates with high learning agility as a critical evaluation filter for new hires in executive roles. Many traditionalists in the field will still firmly state a belief that “leaders are made, not born”, but it is also true that today’s fast-paced world rewards executives who can learn quickly and adapt to changing situations and markets.

At Cornerstone International Group, we believe that corporations with a global reach need to be especially cognizant of learning agility traits during the retained executive search process. This includes a tolerance for fast-shifting trends and a willingness to embrace technological developments.

Agile Talent in Executive Search

According to Ralf Knegtmans of Cornerstone Amsterdam, author of the book Agile Talent, “selecting candidates on learning agility and adaptation quotient will become crucial in tomorrow’s world as companies need to constantly adjust or run the risk of becoming obsolete.”

In days past, traditional leadership thinking clung to a view that innovators and rule-breakers were dangerous, and even irresponsible. They were perceived as unmanageable. Their ability to think outside of bounds of standard organizational culture was an unwanted challenge to that culture.

However, we believe the people who defy common assumptions about how a business should be run are often the ones who are best equipped to succeed in times of rapid change, whether that be a time of extreme opportunity or deep crisis. Their methods may make associates uncomfortable, but that can often be because so few of their peers can make the mental leaps that they do. In fact, people with learning agility are distinguished by their comfort with being uncomfortable.

That zone of discomfort is where creative and original problem-solving takes place.  Agile learners are adept at using their discomfort and tolerance for short-term failure to create success in the long run.

 

Correlation Between Organizational Lifespans and Learning Agility

The average lifespan for a new business today is 10 years, versus the 45-year average that had defined company life spans for the previous 60 years. The reasons for this phenomenon are many, but a significant factor is that former industry leaders have been caught short when a disruptor came along and managed to alter or dominate their market for a brief period.

To deal with tighter, more streamlined competitors that quickly acclimate to or even revolutionize an industry, leadership needs to adapt. A dearth of employees with learning agility also correlates to the environment in which they work.  If a company’s culture is too entrenched and static, the people who can initiate change and guide others through those massive changes may not thrive or be trusted to do what is necessary.

There are some estimates that organizational change efforts fail at a rate of 70%, while organizations that need to adapt to a merger or acquisition fail at an even higher rate (75-80%). Finding and selecting leaders with the capacity for a high degree of learning agility is essential to addressing these trends.

 

How to Find and Select Agile Talent

According to Knegtmans, there are 9 steps that are critical to selecting agile talent. These 9 steps are broken down into 3 phases moving from Preparation to Selection to Verification, as outlined below:

• Phase 1: Preparation
  • Take the context into account
  • Select based on ability, motivation, and identity
  • Make the selection objective and quantifiable
  • Use a weighted feedback form
• Phase 2: Selection
  • Scan the candidate’s background
  • Exam the candidate’s learning ability
  • Get the candidate to leave his/her comfort zone
• Phase 3
  • Carry out valid testing
  • Conduct meaningful reference checks

A disciplined and intentional selection filter for agile talent can lead to hiring executives who can both fit with the organizational culture and still push the organization towards growth.

 

The Need for Speed

This leads to the other essential traits of learning agility: flexibility and speed. In this context, speed means trying new approaches quickly, learning from the success or failure of that approach, then moving on if it is not workable. Flexibility is defined not only as the ability to change tactics or strategy, but also to be accepting of feedback, whether critical or positive. In the 2012 study by DeRue, Ashford and Meyers, preliminary findings revealed flexibility and speed as the two main traits of people possessing learning agility.

 

Learning Agility and Executive Coaching

In coaching leaders to develop learning agility, the outcomes should give the organization someone better equipped to learn in and across situations, facilitating a positive change in performance.  However, this needs to be done in an environment that supports the learning-agile individual.  It matters if the company’s culture and management support someone who may try new things and break a few rules.  That support can determine the outcome as much as anything else.

 

How Cornerstone Can Help

There are many programs and recruiting firms that work to find the best talent for your organization. As a global leader in executive coaching and retained recruitment, Cornerstone International Group helps organizations adapt to this time of accelerating and volatile change. If you’d like to talk with one of our consultants, please get in touch with us today.

Author Anne Glenn takes a deeper-than-usual dive into why doing the right thing is also doing the smart thing.

 

Workplace diversity is not a new business conversation.  20 years ago, industrial research predicted that “employees in the 21^st century will include more women, minorities, ethnic backgrounds, intergenerational workers and different lifestyles.”

As early as 2001, 75% of USA’s Fortune 1000 companies had diversity programs.  They knew then that shifting labor compositions in the future would impact their ability to operate efficiently and stay competitive in the market.

Last year, diversity was among the top 7 workplace trends in the world (along with flexible hours and workspace; enhanced work life balance; preventing sexual harassment; outsourcing to freelancers; automating certain tasks and recruiting Millennial talent.)

Since diversity has been an important business imperative for over 20 years, why is it still crucial now?  What happened to the first diverse businesses, and the leaders many companies created in the late 20^th century?  Has diversity management been treated as a passing social commitment or simply a politically correct fad?

Diversity management alone isn’t a key to business success. 

Consider the word.  “Diversity”, is defined in Webster’s Dictionary as marked by distinct differences, not alike; varied in kind or form, divergent, never unified.  By definition, diversity is disruptive, diverting standard operating processes, changing directions, norms and business cultures.

Inside an established organization, diversity may produce troublesome and time-consuming challenges that were easily ignored by management.

Workplace diversity are words that identify the composition or characteristics of a group of unlike members, and describes how the individual differences result in perspectives, identities and behaviors differing from one cultural group with distinct members to other groups with equally varied members.

For the purposes of research, workforce diversity differences are sub-divided into two categories: 1. observable traits (gender, race, ethnicity, and age) and 2. non-observable (cultural, cognitive, technical, educational, functional background, organizational tenure, socioeconomic background, and personality.)

 

Varied perspectives and approaches

In broad terms, diversity (both observable and non-observable) represents the “varied perspectives and approaches to work that people of different identity groups bring.”

Until recently, “managing diversity” targeted business’ talent recruitment, education, training, career development and mentoring activities.  Historic programs were designed to achieve goals increasing and retaining the organizations’ existing operational culture rather than altering, sharing, or examining the culture through the eyes of more people.

At the time, management may have believed that individuals in “diversity work groups” were “included” into the organization at the date they were hired.  Later research indicates that diverse cultural and ethnic groups were actually isolated and excluded from informal company networks.  And they missed information and organizational opportunities they needed to succeed.

Diversity management programs changed very little from “Minority Hiring” practices adopted in the late 1960s-mid-1970’s.  When the first minorities were hired into new management positions, they were expected to speak, dress and conduct themselves exactly as more tenured executives.

Organizational communication was “top down”, focused upon satisfying employment profiles.  These programs only proved that the business could hire a more diverse group of employees.

 

Then came Inclusion

As modern workforces appeared, thoughts and language surrounding diversity management changed.  Inclusion came into the mix.  With inclusion added, diversity management’s goals moved from equal opportunity, fair treatment, and recruitment to operational compliance rooted in the organization’s strategy, markets, processes and structures.

In 2019, workplace diversity is more important than ever since it was first identified as a proven asset for business’ profitability.    Current research shows it adding measurable value to the bottom line when it teamed with “inclusion” as a key human resource strategy.

Workforces that are both diverse and inclusive can power a business to become more successful, more effective and more profitable.    

Inclusive employee diversity programs actively engage the entire company to make every individual feel that they are valuable and contributing successfully.  In turn, businesses with successful diversity and inclusion programs incorporate all employees’ perceptions regarding

• the value placed on efforts promoting diversity inside the organization, and
• the benefits of the values.

As businesses begin measuring employee perceptions of business processes, policies and practices from a wide range of individual perspectives, three key indicators of positive inclusion emerged;

1. the degree of influence that employees felt they had over decisions that affect them at work,
2. the degree to which employees were kept well informed about the company’s business strategies and goals, and
3. the likelihood that employees will retain their jobs. Inclusive diversity creates climates of equality where employee perceptions of the relationship between organizational excellence and recruitment/retention practices of women, ethnic minorities, transgender individuals, (including qualifications, performance, and access to resources and rewards) are available and comparable for everyone.

Inclusion focuses on removing obstacles to full participation and contributions of every employee in an organization.  Inclusion places value on diversity of thought and life experiences – characteristics that are often overlooked by diversity alone.

Diversity and inclusion programs together, benefit modern businesses in many ways. They

• Create a more enjoyable work environment
• Allow businesses access to greater ranges of talent, skills and perspectives
• Provide insights into customer actions and client behaviors
• Increase employee engagement by giving everyone specifically what they need to succeed
• Build winning teams when diversity and inclusion programs are tied to the Company’s vision for the future with clear strategy and equal opportunities
• Empower people to bring their full potential into their job
• Increase top talent acquisition
• Enhance market performance and financial results

Cornerstone International Group is founded upon the dual principals of diversity and inclusion.  We are an international group of independent business owners who are equal partners engaged together in an organization dedicated to improving our clients’ executive search experiences everywhere in the world.

To read more about Cornerstone’s effective diversity and inclusion strategies, see “Putting More Women in the Boardroom”.

 

 

VANCOUVER, B.C. May 21, 2019 – Cornerstone International Group, a global executive search and coaching firm, wound up its 30^th annual conference here on the weekend, ready to face the next three decades of rapid change.

“New challenges are facing business leaders every day,” says Simon Wan, Chairman and CEO of Cornerstone International Group (Cornerstone).  “Our role is to understand tomorrow’s game-changers, know where to find them and be able to engage with them.  So, our capabilities and methods must also evolve.”

Cornerstone has over 225 senior consultants at 56 locations in 34 countries. Every year, Cornerstone offices meet regionally and globally on new best practices and knowledge sharing.

Future challenges discussed in three days of the annual conference here include the streamlining of the today’s business organizations, the instant shareability of information, the specialization of leadership skills, and today’s drive for high learning agility in candidates aspiring to leadership roles.

“Progressive organizations are seeking new employees with the ability to adapt to changing demands of leadership,” says President Larry Shoemaker. “They see a clear advantage in having a resource who can learn and re-learn to meet each challenge compared to continually seeking new talent in the market place.

Cornerstone is a leader in Retained Search, so called because customers engage the firm exclusively to fill one or more specific positions, in return for a percentage of the new executive’s first year compensation.

“That’s just a pricing mechanism,” adds Shoemaker. “What the customer is paying for is many years of experience and commitment.  This includes knowing where to find the top people who are usually already working somewhere else.”

Cornerstone also welcomed six recently joined members at this year’s conference and anticipates a similar rate of growth in 2020.

For information or to talk to any Cornerstone Consultant, visit www.cornerstone-group.com

 

Our Cornerstone member in Tel-Aviv reflects on the merits of recruiting older employees in a young person’s business.

Most high-tech businesses today are headed by people in their late twenties and early thirties. This is certainly the case with businesses operating in Israel.

However, unlike the rest of the world, the businesses in Israel are not dominated by an equally young and energetic workforce.   Tech businesses here are recruiting older employees.

It is not uncommon to see older people working for younger bosses in the high-tech industry in Israel. In fact, recruiting agencies often receive requests for older candidates from their clients in both high-tech and other business niches. Even though this trend is completely untraditional, it is becoming increasingly popular within the Israeli work environment.

One of the reasons is the unique outlook of the young entrepreneurs here. They know that hiring older professionals can prove beneficial for their organization in more ways than one.  The key benefits they expect to reap through this unconventional hiring decision include:

• Exploit A Wealth of Experience
• Add Character to the Business
• Teach Humility and Dedication
• Build Loyalty toward Organization

 

Exploit A Wealth of Experience

Older employees come with an extensive expertise in their respective field. The younger bosses can exploit this wealth of experience to improve their business operations as well as to overcome the various challenges they face on a daily basis.

Despite the countless changes in workplace environment and business culture, they find the basic concepts of managing and running a business don’t change. Thus, the experience of the older employees combined with the latest tools and technologies can help in enhancing business growth significantly.

Add a Sense of Character to the Business.

The presence of professionals well advanced in age adds a sense of character to organizations.  Clients tend to place greater trust in such companies as they believe the older employees will be capable of better judgement and business wisdom.

Clients also expect such organizations would operate in a more stable manner which in turn would ensure better safety for their investments. In most cases, the older professionals provide practical and unique solutions to their younger bosses for fulfilling client needs and expectations.

Teach Humility and Dedication

Many younger bosses request older professionals from their employment agencies in Israel because they feel that it will make their general workforce more humble and dedicated. This is because the earlier generations of employees rarely enjoyed the benefits of an employee-centric work culture such as we have today.

Older employees are in general known to have high levels of commitment and dedication which the employers feel can deeply influence other younger employees.

Build Greater Loyalty toward Organization

Older employees tend to have a greater level of loyalty towards the organization than their younger counterparts. This is because they tend to feel more satisfied with their current professional standing. Rather than seeking better career growth opportunities, they are more focused on consolidating their position with the current organization, making them more loyal.

 

This is the third in our series on When Do You Need An Executive Coach Read Part one and Part two

Traditional executive onboarding programs alone are putting your company at risk.

That’s right. It’s a risk to assume a new leader will naturally assimilate into your company’s cultural, functional, organizational dimensions. A typical onboarding program is a tactical snapshot of what your company is and what your company does but doesn’t cover how to be successful in this new environment.

Significant resources have been invested to fill an executive role, whether an external hire or internal promotion, and yet Harvard Business Review reports that 61% of executives are not prepared for their new leadership role and 50-60% of executives fail within the first 18 months on the job.

As Marshall Goldsmith states in his well-known leadership book, What Got You Here, Won’t Get You There, even the most experienced executives are entering a completely new political landscape. The success strategies that worked in one organizational environment will not necessarily translate into success in a new one.

In this competitive talent environment, you should be doing everything in your power to protect your investment. At The Human Capital Group, Cornerstone’s member firm in Nashville, Tenn., our Leadership Integration does just that.

It is a strategic and intentional process that positions the new leader for accelerated assimilation by equipping them with an intentional plan for success. This plan of action includes the functional, cultural and organizational leadership imperatives of a new role, or rather all the strategic elements we have assumed onboarding would address.

New executives are expected to hit the ground running. Without a road map, their chances of finding the shortest and fastest route to success can be like a scavenger hunt. It takes time and resources away from meeting the critical priorities of their new role.

Leadership Integration takes the guesswork out by answering questions such as what does success look like? What does failure look like? How do I prioritize initiatives and set a strong foundation? How do I establish productive working relationships?

It’s time to be intentional about the way we prepare and support our new leaders. We need to ask ourselves, what do we need to provide in terms of resources to ensure new leaders can proactively identify and synchronize their winning strategy with that of the organization?

Leadership Integration is your progressive and comprehensive solution.