Article | April 1, 2020
As social distancing becomes the new normal throughout the US and the world, professionals across industries are making drastic and immediate changes to their work and presentation styles.With the quick shift to working from home, business leaders, lawyers and sales and marketing teams are navigating new terrain — figuring out how to effectively communicate in a way that will achieve a desired outcome while working remotely.
Article | June 20, 2020
As a CSR initiative in these challenging times, Lane4 have been delivering ‘pro bono’ leadership development to an often overlooked group of key workers: school leadership teams. The pressure and demands on school leaders are incredibly high right now. Managing the anxieties of pupils, parents and staff is a real challenge. It has been our privilege to work alongside a range of schools, academies and trusts to help them be the best leaders possible in the current context.
In this blog series, three of our consultants explore the lessons, insight and appreciation they have taken from these partnerships. In this blog, Senior Consultant Andrew Gillespie writes about how coaching these leaders has helped him to find a purpose while on furlough leave.
Article | August 11, 2020
COVID-19 has shifted the recruiting conversation from one of the tightest job markets in history to the highest unemployment rate since the Great Depression. Recruiters are caught in the middle, challenged by vetting and interviewing a large pool of quality candidates—remotely due to social distancing. With returns to the office likely delayed for some time, new methods of recruiting are likely the norm going forward.
Thankfully, cost-effective and efficient technology can help. If you’re struggling to find your next great hire, check out some of our tips below to help.
Article | March 30, 2020
In Executive Search now, we have a perfect storm. There is a shortage of labour, a shortage of skills, and a shortage of talent. On top of that we have a global pandemic. A pandemic that is affecting employment now, but it is employment that will bounce back when we get through this.
However, the current situation presents a new challenge for businesses considering how to build their A Team when this startes to recede. We have seen businesses caught up in "now" - and rightly so. We have also seen businesses, still concerned about now, but making plans for the future. It is the agile and the ready that will emerge fastest.
Over a decade ago the Productivity Commission published a report called The Implications of a Ageing Australia. At that time they identified that by 2021 Australia would have zero net new entrants to the workforce. This is not a forecast, it was a demographic certainty as an understanding of the retirement rate is reliable and birth rate from 2003 is simply a matter of fact.
So, it is demographics that produce the labour shortage. This is at a time when there has been substantial growth in high-paid high skilled roles and also growth in low skilled low-paid roles. Across the OECD, it is the roles in the middle, the so-called middle management roles that have been decimated.
In looking for senior executives to join an organisation as this crisis recedes boards and hiring managers need to be considering how they can best access the required skill set. They also need to be considering the additional dimensions that define talent. Across most high-value roles, on top of the requisite skills for the job, the ability to think and act strategically, the capacity to embrace change and even drive it, and people skills, specifically the ability to inspire and motivate others are what separates the merely well-qualified from the leaders of the future. We also believe a new form of holistic leadership will emerge, systemic leadership. It had already begun, but in 6 months time, the new breeed of leaders will have a different view of the world. Leaders who can see their decisions influenced more by compassion, caring for us all and for the society we live in.
It will be easy for organisations to sit on their hands when looking at the talent that they will require going forward. However, the current global pandemic will, one way or another, come to an end. With real talent in such short supply, it will be the brave and bold organisations who fulfil the talent requirements right now that will have the capacity to pull their businesses through into a new growth curve in the near future.
These are troubling times, but the reality is that organisations large and small need to re-think leadership.