In the latest edition of our Unlocking Success series, mastering key leadership traits is an essential for unlocking your full potential as a leader and driving organisational success.

Leadership is not merely about occupying a position of authority; it's about inspiring and guiding others towards a common goal. Effective leadership is rooted in a set of key traits that empower individuals to navigate challenges, inspire teams, and drive organisational success. In this blog, we'll delve into the essential leadership traits that distinguish exceptional leaders and explore how you can cultivate these traits to unlock your full potential as a leader.

Visionary Thinking

Great leaders possess a clear vision of the future and the ability to articulate it in a compelling manner. They inspire others with their forward-thinking mindset, painting a vivid picture of what success looks like and rallying their team towards that vision. Cultivate visionary thinking by regularly reflecting on your long-term goals, staying informed about industry trends, and encouraging innovation and creativity within your team.

Effective Communication

Communication lies at the heart of effective leadership. Leaders must be adept at conveying their vision, providing feedback, and fostering open dialogue within their teams. Practice active listening, empathise with your team members, and communicate clearly and transparently to build trust and alignment. Remember, communication is not just about what you say but also how you say it and how well you listen.

Empathy and Emotional Intelligence

Empathetic leaders understand the perspectives and emotions of their team members, fostering a supportive and inclusive work environment. They demonstrate emotional intelligence by managing their own emotions effectively and navigating interpersonal dynamics with empathy and compassion. Cultivate empathy by actively seeking to understand others' experiences, acknowledging their feelings, and demonstrating genuine care and concern.

Decisiveness

In the face of uncertainty and complexity, leaders must make timely and informed decisions to propel their teams forward. Decisive leaders weigh the available information, consult with relevant stakeholders, and take decisive action, even in the absence of perfect clarity. Cultivate decisiveness by embracing risk-taking, trusting your instincts, and learning from both successes and failures.

Adaptability

The business landscape is constantly evolving, requiring leaders to adapt to change and navigate ambiguity with resilience and agility. Adaptive leaders embrace change as an opportunity for growth, remain open-minded to new ideas and perspectives, and pivot their strategies when necessary. Cultivate adaptability by fostering a culture of experimentation, encouraging continuous learning, and leading by example in embracing change.

Leadership is a journey of continuous growth and development, anchored in the cultivation of key traits that empower individuals to lead with confidence, compassion, and effectiveness. By embracing visionary thinking, effective communication, empathy, decisiveness, and adaptability, you can unlock your full potential as a leader and inspire positive change within your team and organisation. Remember, leadership is not about being perfect but about striving to learn, grow, and inspire others to reach new heights of success.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success series, we embark on a journey into the dynamic world of contracting as we uncover essential insights and strategies for success in navigating the contractor frontier.

Contracting offers unparalleled freedom and flexibility, allowing individuals to craft their own career paths and pursue projects they're passionate about. However, contracting also comes with its unique challenges and complexities. In this blog, we'll delve into valuable insights gleaned from seasoned contractors, offering practical advice and strategies for building a thriving contractor career.

Finding Your Niche

One of the first steps to contracting success is identifying your niche. Whether it's graphic design, project management, web development, or commercial consulting, specialising in a specific area allows you to stand out in a crowded market and command higher rates. Conduct market research, assess your skills and interests, and leverage your unique strengths to carve out your niche.

Building Your Brand

Your personal brand is your most valuable asset as a contractor. Invest time and effort in crafting a professional portfolio, optimising your online presence (e.g., website, LinkedIn profile), and showcasing your expertise through case studies, testimonials, and samples of your work. Consistency, authenticity, and professionalism are key to building trust and credibility with potential clients.

Setting Rates and Negotiating Contracts

Determining your rates can be challenging as a contractor. Research industry standards, assess the value you provide, and factor in your experience, expertise, and overhead costs when setting your rates. When negotiating contracts, clearly define scope, deliverables, timelines, and payment terms to avoid misunderstandings and ensure a mutually beneficial agreement.

Managing Client Relationships

Effective communication and relationship management are essential for contracting success. Keep clients informed about project progress, address their concerns promptly, and proactively seek feedback to ensure client satisfaction. Cultivate long-term relationships by delivering high-quality work, exceeding expectations, and going the extra mile to add value.

Managing Finances and Time

Contracting requires disciplined financial management and time management skills. Create a budget, track your income and expenses, and set aside savings for taxes and emergencies. Establish a daily routine, prioritize tasks, and leverage productivity tools to maximise efficiency and maintain a healthy work-life balance.

Continuous Learning and Networking

The contractor landscape is constantly evolving, so it's crucial to stay updated on industry trends, tools, and best practices. Invest in ongoing learning through courses, workshops, and conferences, and actively participate in online communities and networking events to expand your professional network, exchange insights, and uncover new opportunities.

Contracting offers boundless opportunities for creativity, autonomy, and fulfillment, but success doesn't come overnight. By embracing these insights and adopting a proactive mindset, you can navigate the contractor frontier with confidence, resilience, and a commitment to continuous growth. Remember, every challenge is an opportunity for learning and growth, and with perseverance and determination, you can build a thriving contractor career on your own terms.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

Have you seen the Broadway show Kinky Boots?

There are many great lines in the show.

But, one of my favourite lines reminds me of what I believe many employees ask themselves when they’re sifting through announcements about the latest transformation.

The shop owner is excitedly explaining his ideas about expanding his shoe shop to Kinky.

And a bored Kinky asks the owner, “Are you going to get to the part about where it concerns me?”

In other words, Kinky is asking “What’s in it for me?” (WIIFM) meaning, "How is this relevant to what I want?”.

I’m curious.

How often do leaders of major change and transformation programs charge into their offices and, similar to the shop owner, splatter the staff with content before answering the WIIFM question?

We have agendas, objectives and a mission to satisfy. That’s naturally where our thoughts live.

And we deliver all our tasks to satisfy the agenda. But our satisfying this agenda is of no importance to staff.

What is important to staff is feeling that they have been considered and thought about. After all, we are still dependent on people to run the business and in transformations it is crucial to remember this. It is also one of the reasons why HR is such an important element of a successful transformation. Indeed, why the role of an HR business partner is changing. It is no longer an audit role. It is,” how do you get the best out of the people?”

Post transformation, there is an expectation of a different process and behaviours that requires almost a reskilling agenda for the individuals. Potentially they also need a different sort of talent. All of which magnifies the WIIFM question if you’re going to bring people with you.

This draws me back to a podcast that I was listening to which was talking about “What is it that an organisation is built to do?”

It’s quite interesting because the whole idea was that every organisation at the end of the day protects a core value, not value as in power, but a core value that it believes in, and the processes and systems are built round it to protect that value. So, when you try to enforce the transformation, automatically these processes and systems which are built to protect that core will push it back. That’s the organisational inertia trying to stop it because it thinks that the transformation will steal the value that it’s trying to protect.

When it comes from inside, when your organisation feels that the transformation will deliver a different value, the culture will align around it to ensure that the transformation is successful. It’s easier said than done, of course. For example, if a leader goes in trying to enforce something, it’s bound to fail. It’s almost designed to fail. But, if that design were to come from the inside out, and obviously the leader can play role in that, then things will tend to align better, ensuring that it is more successful.

What we are talking about here is values and you could even say culture. Transformation is a challenge to the culture of the organisation and, if it’s a strong culture, the culture binds together stronger and your chances of success for the transformation is almost nil. There’s no way that transformation will be successful. The culture is too strong.

The question then becomes “how do you negotiate this hurdle” and this is where good leadership comes in.

This isn’t necessarily a single leader, more a collective leadership of an organisation, looking through what they want to transform in the business. How do they start creating the story around that transformation and communicate it to start building that inside out appetite for change. This is where WIIFM comes in. You can throw all the money, all the resources, all the bodies at the programme, but if you never hit that frequency, you might as well pack up and go home.

It’s simply human nature. Someone comes along and says you have to do something differently; you have to relearn, you have to do it this way, you have to do it that way. Whilst the person is thinking, “I’m actually doing a good job”. In fact, thinking, “most of us are doing a good job, but now you’re telling me I have to do it differently.”

So, this becomes the organisation inertia. Unless that person and those people are clear, what’s in it for them, they have no desire for change and will push back. Change doesn’t happen and, as we all know by now, the organisation then becomes one of the 70% that fails. Remember Blackberry, Nokia, Blockbuster. Blackberry didn’t believe the iPhone would work. Nokia didn’t believe the App Store would either. Everyone thought they were doing a good job. No one saw a need to change. No one told a story that made the case for change credible.

Often, it seems, the story is underrated, but when people buy into the story that will probably be the game changer. They will look at WIIFM and they can see themselves in the story. They will believe their interests or concerns are addressed and now think, “yes, this is something I can get behind.” They’ll go “okay, I’m on board”.

They will buy in to the Big Why – the vision and the part they will play in that – and into the Little Why – the benefits for me. The WIIFM. Indeed, WIIFU. The benefits for us.

That’s when the corporate inertia visibly starts to dissipate, and you get a whole movement of people collaborating to make the change happen and make it successful.

And the alternative? WHOGAS.

At risk of saying what we all know… “Who gives a…”

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

It was around 508 BC that democracy is believed to have originated in Athens. That’s 2531 years ago, and 4 months to be precise.

Like most things of course, this is debatable because there is evidence to suggest that democratic systems of government may have existed elsewhere in the world before then, albeit on a smaller scale.

The word democracy comes from the Greek words, “demos” meaning people, and “kratos” meaning power; said democracy can be thought of as “power of the people”: which depends on the will of the people.

in Athens, it was a noble named Solon who laid the foundations for democracy, and introduced a new constitution based on the ownership of property. According to this, Athenians were divided into four classes, with political power distributed among them. The highest offices went to those people whose land produced 730 bushels of grain, while the lowest class comprised of labourers who could not hold office, but who could vote in the assembly. Importantly, under Solon’s constitution, native-born citizens could not be enslaved by their fellow citizens.

Unsurprisingly, Solon’s reforms eventually broke down as the ruling classes began fighting among themselves, taking Athens to the brink of civil war. Further iterations then occurred before a man named Cleisthenes enlisted the support of the common people by proposing a new constitution. This new constitution included the establishment of sortation, which saw citizens selected at random to fill government positions, rather than attaining them through inheritance.

It wasn’t every five years that Athenians had the right to vote in the ekklesia, like it is now, but every 10 days. Imagine how many times we would vote to change our government if we could do it every 10 days. 

Elections are happening in many places this year not least for us in the UK but also America. I guess we should all hope for fair, free and peaceful elections such is the aim of democracy. I’m sure there’ll be some people worrying that these could be the last election before AI really starts to take hold. Who knows?

The point about democracy is that we as citizens get to choose who we want to vest power in to make decisions for us. The choice is both that of a party to govern and the choice of a person as well as a wider team to lead both nationally and locally.

So, we look at the party and we look at the people and we look at their policies and we look at their capabilities to deliver those policies. We look at their experience and we look at their potential.

But we don’t look too closely because, if we did, we would subject them to a much more rigorous recruitment process than we do today. We would look at their background, their experience, their attitude and their behaviour. We might do what we do with university graduates and put them through test after test with only the best getting through to the final stage. We might have them undergoing psychometric assessments so we can predict how they would deal with certain situations, how they would deal with pressure.

For sure, we know that the next five years is going to come with a lot of pressure whether it is defence and security or making difficult financial choices, balancing the needs of education versus health versus taxes versus benefits versus climate. I guess many of us remember the infamous note left by Liam Byrne in 2010 for his successor David Law’s saying “Dear Chief Secretary, I’m afraid there’s no money. Kind regards - and good luck! Liam.” No doubt, we are fearing the same again.

To make a point out of all of this, I was listening to a series of podcasts in which global business leaders shared fascinating insights into transformation. They explored their emotional journeys as they led their organisations through periods of change and gave some deep insights into what it means to be a 21st-century leader who delivers transformation. The parallels between transforming a company and transforming a country were intriguing.

The series talked about making a call when the status quo is no longer working - remember they are talking business here - a social movement of change, bringing ideas from the group of people to make decisions and seeing what is coming next to create opportunities, before it becomes a crisis. The leaders who were interviewed, each in their own way, showed what it means to lead into the future with humility, honesty and a strong focus on performance.

I can’t go into a lot of detail about everything they covered but a few points and quotes really stood out and showed how interchangeable transformation in a company is with that in a country.

Rob Thomas, Chief Operating Officer of the Mercedes–AMG Petronas Formula One team noted ‘I wish I’d been braver at the start’. Rob is talking about how he led the transformation of the Mercedes team at a critical point in the company's history. He talked frankly about what worked and what he would do differently noting you are always learning lessons, often from failure.

‘Success involves seeing what’s coming and being there first.’ This was the line from Geoff Skinsley, the Chairman of L’Oréal UK and Ireland, when he was explaining how L’Oréal was able to transform into a digitally ready and digital first organisation. They were able to embrace disruption, seeing a clear choice: ‘Either we take part in the disruption or we ourselves will be disrupted.’

The Head of Global Corporate Affairs at Riot Games, Gaude Perez, said ‘Don’t underestimate as leaders the distance you might have from the day-to-day experience of some of your employees.’ Here, Gaude, was talking openly about the cultural transformations Riot Games undertook to shift the disruptive communication behaviours that had emerged particularly with the impact of the pandemic, and how she helped the company's culture by constructing a social movement within the organisation.

With the division that elections so often bring, the other interview that stood out was with Allison Rossiter, the Managing Director of Roche Diagnostics in Australia. Allison talked about how ‘1950s leadership doesn’t work anymore,’ where you must ‘do what I say.’ She stressed the importance of promoting inclusivity and the process of finding the right decision together as a team.

With our recent history of Brexit, I guess it’s hard for people to come together in this way, but for transformations to be successful Allison Rossiter really does have a good point. So we go to the polls, recognising the drivers sitting behind effective change, are not necessarily that different whether you’re a company or a country. We are looking for great leadership, a clear vision, a well thought out plan, strong and effective governance, recruitment of the most talented team we can get, and the most prudent and wise use of the investable funds. We also need to trust.

Thinking back to the Athenians, it probably wasn’t too much different for them.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

And while outside it was a grey Fermanagh Saturday afternoon, the tension and expectation inside the Manor House hotel was at Fever pitch.

All eyes were anxiously glued to the television to witness a bit of proud history in the making.

And when the final whistle sounded, the iconic Cellar bar erupted in electric elation in a sea of blue jerseys that included fans from as far away as Portadown and Drogheda, who punched the air and shared in unbridled delight.
For an hour beforehand upwards of 80 fans, all decked out in the blue of the boys, which also included well-known figures from Enniskillen town, were there to savour the occasion. Looking on, you could have been forgiven for thinking this was some major local celebration when, in fact, the real celebration was happening 500 miles away. Even more strangely, 4000 miles away, Ed Sheeran the singer, was doing his best to host a similar party.
What connected these events was a joint celebration of a remarkable transformation. A transformation that showed how, in just three years, you can change the fortunes of an organisation and, indeed, a whole town. How you can move people from anger to happiness, from tears of frustration to tears of joy, and you can give people hope where for many years there had been none.

When Ipswich Town football club was taken over by Gamechanger 20, funded by the Arizona Public Safety Pension fund, the new owners set in train the beginning of a transformation program that wouldn’t only change the fortunes of a football club, but would contribute towards transforming the trajectory of a whole community. Conservatively, promotion last weekend to the premiership will deliver at least £125 million into the Football Club and, if you use Brighton as an example, the estimates are that their promotion has contributed £600 million into the local community. Staggering figures that can transform communities and vastly improve people’s lives if invested wisely.

On the pitch, the results were phenomenal. In the last two seasons, the manager has won more points than any other manager out of all 92 clubs including Pep Guardiola. His points tally in two seasons have been 98 and 96. Goals, 101 and 92. Losses this season, just 6. Double promotion in 2 years. A win percentage only beaten by a couple of Premier league clubs. An exciting, brave brand of football. We could go on..
There has been a lot written over the last two years about the transformation that the football club has been going through, and what have really been the key defining factors. In county Fermanagh, everyone gathered was celebrating who many argue is the fundamental reason for success, and that is the manager.

The Manor House Hotel is where Kieran McKenna the manager of Ipswich Town hails from and remains a pub that is run by his mum and dad. Even the most high-level research will bring comments from many a journalist and sports pundit that it is McKenna’s leadership expertise that has really transformed the fortunes of the club. I’m sure many of us would not disagree because, in all transformation programs, the quality of the leader often determines the outcome of the program. A great leader will plan effectively, organise well, inspire, and motivate people, and use all his or her talents to make sure no stone is left unturned in the search for perfection.
People referred to McKenna’s intensive approach to learning, how he moved into coaching at an early age and progressed through the ranks, thirsty for knowledge, which ultimately led him to be on the coaching teams of three different managers at Manchester United. He was seen to be a star of the future because of his tactical ability, his work ethic, his attention to detail, his focus on coaching people to improve, and his maturity in dealing with people and their emotions.

When asked yesterday about the reasons for their success, every player cited McKenna as the main reason. The captain said “the manager has transformed the culture, transformed everything. I’m sure he’s going to get it, but he deserves a lot of credit. Without him, we wouldn’t have done this today.” Even an ex-manager has called him a genius!

But one person doesn’t make a team, and McKenna had a team around him, from the ownership group to the Chairman and the CEO, who together created a vision and a plan and executed it to perfection. Some argue that this is as much the reason for the success as the manager himself, as it has allowed McKenna to really exploit his own abilities, knowing that everything else is in place to support him in achieving his goals.
Indeed, the CEO is being held aloft almost as much as the manager. He is the person who has led the delivery of the vision, hired the manager, shielded the manager from the business pressure, and who has put in the structure for success both on and off the pitch. He has driven the commercial vision, owned the community engagement vital for creating the growing fan base, and implemented a culture and a model that he believed was right for the business, for the staff and for the community. He has been bold, brave, and attacked everything with a steely determination.

Another argument that’s put across has been the managers’ recruitment policy. How he has found people who would fit seamlessly into his system. A lot has been made of the fact that he hasn’t spent much money compared to several of the clubs around him, maybe even only 10% of what others have spent. Indeed, he brought in people who were misfits at other clubs but who, with the right coaching, he knew had the potential to be key members of his team.

He bought some in permanently, and then he astutely used the loan ‘interim’ market and brought in specialists at just the right time to give his team an extra nudge. For this, you could commend the scouting network, or do you again commend the leader for directing the scouting network effectively, making sure they knew precisely the types of players they needed to bring in to fill a gap. Surely, it’s both, but you can’t deny the role of the leader.

The result has been a team that is a team and isn’t a set of individuals. It is a team without superstars, but it is a team, a group of people that each know their job and the role they play. The players say they are coached harder than anyone else, they train harder than anyone else, and say they know their jobs better than anyone else. Equally, they say it is the best team culture they have ever worked in. That it is a family. That they are trusted. That it is a high-performance environment in which they each know that every day, if they work hard, they are going to improve.

Great leaders hire well. From the outside, it looks like the investors have hired a great leader (CEO), who in turn has hired another great leader (Manager) who then has hired a great team. It almost sounds easy doesn’t it.

I guess the final point about transformation, which is as true for football clubs, as it is for other types of organisations, is will it be sustainable? For all the joy and the benefits that people get through such visible and impactful change, these can so easily be undone if the foundations have been laid on sand. We all know that the true measure of a successful transformation must be whether it is enduring, so we’ll see. The CEO says they have tried to build a house of stone. Let’s hope so!

You might not be a football fan but if you follow this link, you will hear an insightful interview with the CEO in which he picks apart how this transformation has come together. It is a masterclass in Leadership. https://youtu.be/WcXxFRRB06o?feature=shared

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

By about 1200 C.E., Polynesians were masters of oceanic exploration, roaming 7000 kilometres across the Pacific Ocean in outrigger canoes. Guided by subtle changes of wind and waves, the paths of migrating birds, bursts of light from bioluminescent plankton, and the position of the stars, they reached and settled islands from New Zealand to Rapa Nui, or Easter Island, the closest Polynesian island to South America.

Among the most respected people of the Polynesian community was the NAVIGATORS. The navigators could find small islands far away and back and forth over great distances and repeat these trips.

During the day they would of course be watching the sun. At night they would use their hands, but they also had “Shell maps”. These were woven sticks at different angles with small seashells connected to the sticks, the indices & intersections of which marked stars. They had lots of them. They had to be individually made for each destination, so travellers took a supply made for their home island to exchange for others on arrival.

Travelling home from their southerly voyages, they would use the “Shell maps” to travel north. As they crossed above the equator the North Star (Polaris) would come into view and every following night Polaris would be higher in the sky. When Polaris was as high as a coconut held at arms length (20° +/-) they would then turn to the west and keep Polaris on their Starboard beam. The Sunrise at their stern and the Sunset at bow. This would keep them on a course that would run down the 20°N line of latitude which will lead them to the Hawaiian Islands.
In modern times, the North Star continues to be a symbol of guidance and direction. It is a reminder to stay true to ourselves and follow our own path, even when the world around us seems to be in chaos.

Organisations now, more than ever, need to determine what inspires and influences them. They need to be crystal clear on the definition of their purpose.

Why? Simply put, it is Gen AI.

Whilst artificial intelligence is not new – indeed from 1957 to 1974, AI flourished – what has changed is that it now has the power and the ubiquity to make this a pivotal moment in the history of technology.

At pivotal moments in history, people need strong leadership.

Generative AI has the potential to transform organisations, products, services, and people’s lives.
It also has the potential to consumer mega amounts of investment. Indeed, it could be argued that large chunks of investment aren’t even understood by the organisations making them. People are doing things. People are learning. People are playing. People are testing. Ideas are being developed and organisations, desperate to keep up, are turning their heads in a multitude of directions without knowing necessarily what is the right one, or when is the right time.

The risk here lies in the direction the organisation is going in and who is leading it. Has the organisation or the department or the programme thought about a clear mission? Have they rethought their raison d’etre in light of the new technology environment. Are they an automaker or “a supplier of individual premium mobility with innovative mobility services”? Are they a bank or a tech company?

Whatever the outcome, the starting point for embracing AI is to approach it from a business perspective, and for that you need business leaders. People who can understand technology but who can think of how the technology can be used to further the organisation’s mission. People who will start with the business problem you want to solve. When it starts that way, there is usually a good ending because the problem eventually ties back to serving customers better and delivering more value for the company. When business leaders say, “that’s the problem I want to solve with technology,” it becomes easier to develop the technology road map to solve that problem.
So, think about this problem. In just 30 years’ time, it is forecasted that the human population of our planet will be close to 10 billion and producing enough food to feed these hungry mouths will be a challenge.

To help combat this, we need look no further than the likes of John Deere. Back in 2013, John Deere unveiled its Farm Forward vision, demonstrating the concept of the “autonomous farm” where machinery would be remotely managed from a central control hub. It showed a farmer monitoring data points and managing machinery from a console in his home in real-time, while AI takes care of the moment-to-moment operational decisions.

Since that time, Deere, the 180-year-old manufacturer of farming and industrial machinery, has spent the past 2 decades transforming itself into an artificial intelligence (AI) and data-driven business. Led by Blue River, its Silicon Valley-based machine learning business it has reassessed its mission and started with a business problem that it would seek to use technology and AI to solve.
In common with all successful transformations, John Deere had to do 2 crucial things, and they both relate to people. Firstly, it had to bring in the right talent to lead this ‘business’ transformation. It did. It brought talent in who could visualise and lead this initiative. People who could articulate the business problem and use this to lead the development of the AI technology solutions that could solve the problem. To this day, John Deere is bringing in and backing the best business minds and talent that can understand the problems they need to solve.

Secondly, they have developed their culture to support the new business mission. Organisational culture can either facilitate or hinder implementation of digital initiatives. But when transformation projects incorporate the right AI to enable beneficial outcomes and a cohesive workforce, the wins speak for themselves.

Whether it was rain or shine, sunlight or sunset, the Polynesians always got there successfully.

They followed their “North Star” and they had great Navigators.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

On 26 December 2004, at 07:58:53 local time a major earthquake with a magnitude of 9.1–9.3 Mw struck with an epicentre off the west coast of northern Sumatra, Indonesia. The undersea megathrust earthquake, known by the scientific community as the Sumatra–Andaman earthquake, was caused by a rupture along the fault between the Burma Plate and the Indian Plate.

A massive tsunami with waves up to 30 m (100 ft) high, known in some countries as the Boxing Day Tsunami after the Boxing Day holiday, devastated communities along the surrounding coasts of the Indian Ocean, killing an estimated 227,898 people in 14 countries in one of the deadliest natural disasters in recorded history.

It was one of the most powerful earthquakes ever recorded in Asia, the most powerful earthquake in the 21st century, and at least the third most powerful earthquake ever recorded in the world since modern seismography began in 1900.

Naturally, the rehabilitation following this disaster has informed various case studies, one of which has addressed potentially transformative shifts in the ways local people interact with the state in Little Andaman. 

Of interest here, is that challenges have been presented to the notion of ‘deliberate transformation’ as opposed to ‘progressive transformation’.  Keeping it simple, it is argued that actively instigating ‘deliberate transformation’ according to pre-determined visions held by external actors (in this case NGO’s ‘non-government organisations’) is a direct contradiction to the principle that progressive transformation should be shaped deliberatively by the values and priorities of citizens themselves.  i.e. the NGO should itself undergo a transformation from ‘doing to’ to ‘doing with’ citizens.

Now, to understand how this impacts digital transformations, let’s look at some of the reasons why transformations are likely to fail.

One of these is around lack of awareness within the organisation. Humans by default fear what they don’t understand. The majority of an organisation’s employees will reject new software, tools, apps, and processes, even if they will improve their lives, unless they are slowly, consistently educated. 

Indeed, this may equally ferment into pure resistance for fear of being replaced.  You will have internal saboteurs who fear losing their jobs, so they’re doing everything in their power to undermine your progress behind your back. Who can blame them? Wouldn’t you if you thought your job was on the line?

What about who is leading the transformation.  If you look at the experience of the leaders, are they expert coders and engineers? If so, why?  The skills people need to lead transformation programmes are essentially soft skills, probably 80% in fact, whereas the technical skills that they have may only contribute 20% to what is needed.

One of the outcomes here then may be poor decision-making processes. If your leaders don’t engage with the people who are most involved and most affected, they won’t understand the potential roadblocks and what they need to do to anticipate and prevent these. A result will be slow decision making and more delays.

This of course feeds through into the ability or inability to translate the new way into real world language.  Whether it is to the executives providing the funding, or the staff on the front line, an inability to translate efforts into a compelling story that non-technologists can appreciate leads to self-isolation and barriers going up between the IT teams and their managers and everyone else who may be affected.

I’m sure we all know of plenty of other reasons for failure, be they new toy syndrome, poor prioritisation, loss of talent, lack of control etc. But you know what, none of these have anything whatsoever to do with the technology. The tech is generally fine; it’s the people who are getting in the way. 

An organisation will fail 70% of the time, not because of inadequate technology, lack of organisational capacity or lack of funds. It will fail because it is looking at digital transformation through rose-colored virtual reality (VR) glasses when it needs to be paying much more attention to the soft skills.

Humans are the problem. And the solution. 

So how does an organisation succeed in its transformation?  Going back to the Andaman example, it needs to include the right people, the impacted people, at the very heart of the process.  Transformation needs to be progressive and not simply, deliberate.  An organisation needs to hire appropriately skilled, qualified leaders to forge the path of a successful transformation. It needs to recruit on soft skills and not purely through the eyes of IT.  Stop promoting your technologists to their level of incompetence in the soft skills areas or at least train them when you do! 

And then make sure you ‘do with’ and not ‘do to’...

This is why an organisation only has a small chance of success.  It is the soft skills, 80% in fact!

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes.  Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

In the latest edition of our Unlocking Success series, we explore how providing women with equal opportunities, support, and resources, we not only unlock their full potential but also cultivate a more inclusive and thriving community for all.

Women's empowerment is not just a buzzword; it's a catalyst for social and economic progress. When women are empowered, they contribute to thriving economies, resilient societies, and sustainable development. It's about ensuring that every woman has the opportunity to fulfill her potential, pursue her aspirations, and make her voice heard. By investing in education, healthcare, economic opportunities, and leadership roles for women, we pave the way for a more equitable and prosperous future for all.

1. Support Women in Taking Leadership Roles and Expressing Themselves

Establishing a culture that appreciates various viewpoints and actively invites input from women across all tiers is essential for organisations. Offering avenues for women to lead projects, initiatives, and teams enables companies to foster their leadership capabilities and enhance their self-assurance. How can this be achieved? Initiate discussions by establishing platforms and forums where women can exhibit their skills, exchange their insights, and motivate others within the organization.

2. Offer High-calibre Mentorship and Training Opportunities

Providing tailored training programs for women, centered on leadership enhancement, communication proficiency, negotiation strategies, and personal branding, equips them with essential tools for success. Through investing in mentorship and training, your organisation showcases dedication to women's professional growth and establishes a support network that drives their advancement.

3. Encourage and Support the Exploration of Creativity and Artistic Forms of Expression

Establish environments and channels where individuals can confidently share their creative endeavors, spanning visual arts, literature, music, and various artistic outlets. Through hosting events, exhibitions, or workshops that highlight and celebrate artistic achievements, your organization not only acknowledges talent but also sparks inspiration among colleagues. Embracing creativity and artistic expression empowers employees to authentically engage and contribute to the workplace culture.

4. Promote Gender Inclusivity and Diverse Expressions of Gender

To inspire gender inclusion in the workplace, organisations should implement inclusive policies, provide education on gender diversity, create safe spaces for dialogue, celebrate diverse identities, and ensure equal opportunities for all employees regardless of gender.

Ensuring equal opportunities for career advancement, leadership roles, and professional development regardless of gender identity is fundamental to fostering a truly inclusive workplace. By removing systemic barriers and promoting meritocracy, organisations can create an environment where all employees feel valued, respected, and empowered to bring their authentic selves to work.

5. Offer a Work Model That Offers Flexibility

Offering adaptable scheduling options, such as compressed workweeks or flexible start and end times, empowers women to manage their various responsibilities on their own terms. Providing ample parental leave demonstrates solidarity with employees. Your commitment to fostering work-life balance cultivates a family-friendly workplace culture, while embracing job-sharing and part-time roles enables women to sustain their careers while attending to personal commitments.

Encouraging and empowering women in the workplace brings diverse perspectives, fosters innovation, increases productivity, retains talent, enhances reputation, drives market growth, and contributes to social impact. Companies known for their commitment to gender equality and women's empowerment attract top talent and enjoy a positive reputation both within the industry and among consumers. By promoting gender equality and empowering women, organizations contribute to broader societal goals of equality, diversity, and inclusion, creating a more equitable and just society overall.

Finally

Empowering women in the workplace leads to diverse perspectives, innovation, increased productivity, talent retention, enhanced reputation, market growth, and positive social impact. Organizations that champion gender equality attract top talent and contribute to broader societal goals of equality, diversity, and inclusion, creating a more equitable and just society.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success series, we look into how AI is changing the face of recruitment.

We will explore transformative impact of AI on HR, ranging from automating mundane tasks like interview scheduling and candidate engagement maintenance to optimising background checks for efficiency. Additionally, we'll delve into how Machine Learning's predictive insights can expedite personalised experiences while adhering to regulatory standards. The implications of these technologies on recruitment are profound—when deployed effectively, they can save HR professionals countless hours and resources in their quest for top-tier hires.

The Case for AI in Recruitment

Recruiting exceptional talent remains a formidable challenge for businesses across industries. The process is often time-consuming, costly, and subjective. However, emerging technologies offer a promising solution. Artificial Intelligence (AI) and Machine Learning (ML) are gaining traction in recruitment due to their capacity to revolutionise Talent Acquisition and hiring workflows. A recent HR survey revealed that 35% of Talent Acquisition leaders and hiring managers acknowledged AI's growing impact on their hiring processes.

AI and ML hold the potential to significantly enhance recruitment outcomes by automating laborious tasks, predicting results, and analysing data. These technologies facilitate the identification of ideal matches between candidates and employers, accelerate the search for high-quality talent, and optimise resource allocation throughout the recruitment lifecycle.

Streamlining through Automation

AI and Machine Learning are pivotal in reshaping recruitment by eliminating manual interventions, thereby facilitating the identification of the right candidates. A prime example is the time-consuming task of CV screening, where AI can swiftly identify suitable candidates, schedule interviews based on availability, manage Applicant Tracking Systems (ATS), and craft personalised communication for applicants. Moreover, AI aids recruiters by suggesting keyword searches from job postings and providing insights into the talent pool, enhancing efficiency and effectiveness.

Impact of AI on Recruitment:

• Automates manual activities, transforming the recruitment landscape.
• Rapidly screens CVs and identifies qualified candidates efficiently.
• Facilitates interview scheduling and applicant communication.
• Provides insights into the talent pool, expediting candidate selection.
• Mitigates unconscious bias by prioritising relevant skills over personal attributes.

Additionally, AI can leverage insights from past successful hires to inform future recruitment strategies, enabling faster identification of qualified candidates. By focusing on skills rather than personal attributes, AI fosters fairer and more objective recruitment practices, ensuring organisations access the best talent pool.

Bias-Free Recruitment

Securing top talent is vital for business success, but traditional hiring methods often inadvertently perpetuate bias, hindering diversity and inclusivity. AI and ML offer a remedy to this challenge. By evaluating job descriptions and recommending gender-neutral language, AI-powered tools ensure equal opportunities for all candidates, fostering diversity in the workforce. Moreover, by automating the CV screening process, AI minimises the influence of unconscious biases in hiring decisions, enabling fair and objective evaluation of candidates based on qualifications and experience.

Harnessing Predictive Analytics

The adoption of predictive analytics in HR has surged in recent years, offering valuable insights into talent requirements and enhancing HR operations. AI and ML excel in predicting outcomes and identifying patterns within extensive datasets. By analysing job descriptions, CV data, and social profiles, AI predicts candidate success, optimises job postings for maximum reach, and ensures unbiased candidate evaluation. This predictive approach not only accelerates the recruitment process but also enhances the quality of hires, ultimately saving time and resources.

Enhancing the Candidate Experience

Delivering a positive candidate experience is paramount in today's competitive landscape. AI aids in humanising the recruitment process by automating repetitive tasks, maintaining candidate engagement through chatbots, and offering personalised communication at each stage of the recruitment journey. Moreover, AI streamlines the onboarding process, promotes diversity, and reduces unconscious biases, ensuring a fair and inclusive hiring process that resonates with top talent.

In conclusion, AI and Machine Learning are revolutionising recruitment by offering a data-driven, objective approach to candidate selection. By automating tasks, providing insights, and enhancing candidate experiences, these technologies optimise the recruitment lifecycle, leading to improved efficiency and quality hires. Embracing AI and ML empowers HR professionals to navigate the evolving recruitment landscape effectively, fostering a brighter future for organisations and job seekers.

Finally

If you are looking to employ new talent into your organisation, AI is an area you should be thinking about.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success series, we look at why understanding the best strategies to attract skilled talent is crucial. Where options abound—from job boards to referrals, CRMs to career sites, and even AI-based matching.

Whether you are looking for a role yourself or are in a hiring capacity in your current role, it is always worth noting what others are doing that is successful in the marketplace. A recent Recruitment Survey Report issued by SmartRecruiters, provides valuable guidance that’s worth glancing at so we thought we would share it. Here's a detailed breakdown of the key takeaways:

Alignment with the Business

• As 60% of survey respondents are facing longer hiring times for hard-to-find skills compared to a year ago, it's crucial to align recruitment efforts with business objectives.
• Analysing data on time-to-hire and sharing it with stakeholders allows for setting realistic hiring targets.

Investment in a Smart Career Site 

• Smart career sites emerge as the top technology for engaging hard-to-find talent, with 36% of respondents endorsing their effectiveness.
• While job boards and employer branding are important, a company's career site is where its unique culture and opportunities can truly shine.

Focus on Skills Development 

• Upskilling and reskilling are critical strategies, with 92% of respondents relying on them to fill specialised roles.
• Companies exceeding hiring goals demonstrate a 120% greater reliance on reskilling and upskilling initiatives.

Leveraging the Power of Referrals

• Employee referrals remain highly effective, with 59% of respondents ranking them as the top talent attraction activity.
• Implementing structured referral programs can significantly increase hires from this channel.

Providing a Seamles Experience 

• Equipping teams with user-friendly tools is essential for improving efficiency, as satisfaction correlates with exceeding hiring goals and filling positions faster.
• Conducting discussions to identify pain points in recruiting technology and enhancing processes can further streamline talent acquisition efforts.

Diversifying Talent Attraction Approach 

• Combining various technologies such as CRMs, ATSs, AI-based matching, chatbots, and texting systems can increase the ability to exceed hiring goals by 29%.
• Mapping out the recruiting process helps identify areas where technology and process improvements can make talent acquisition more efficient.

Ultimately, attracting talent goes beyond simply filling roles; it's about building a future-ready organisation. Prioritising the candidate experience and investing in strategies tailored to the target talent pool are crucial for long-term success.

Finally

If you are looking to employ new talent into your organisation, these are some of the things you should think about asking.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810
marta.ortigas@malikshaw.com
www.malikshaw.com