Do you or people in your team stay plugged in whilst meant to be on holiday?  Are there emails being sent at 3am?  Is work frequently crashing in on personal time?

Boundaries in the workplace are essential for several reasons. They help maintain a healthy work-life balance, prevent burnout, and ensure that all team members, from junior staff to senior executives, can perform at their best. For interim and executive hires, who often enter organizations during periods of transition or crisis, boundaries are particularly critical. These leaders are expected to make swift, impactful decisions while navigating complex organisational dynamics. Without clear boundaries, the risk of overwhelm and burnout is significantly heightened. 

1. Clear Communication:

Effective boundary-setting begins with clear communication. Interim and executive hires must articulate their limits regarding work hours, availability, and workload from the outset. This includes setting expectations about after-hours communication and weekend work. By doing so, they can create a framework that allows them to function optimally without overextending themselves.

2. Prioritisation:

Identify the most critical tasks and focus energy on these. Delegation is a powerful tool in this context. By delegating less critical tasks to other team members, leaders can ensure they are not overwhelmed and can maintain their focus on strategic decisions that drive the organisation forward.

3. Self-Care:

Self-care is often overlooked in high-pressure roles, but it is essential for resilience. Interim and executive hires should prioritise their well-being by ensuring they get adequate rest, exercise, and downtime. This might mean scheduling regular breaks throughout the day or ensuring that weekends are reserved for family and personal time.

4. Organisational Support:

For boundaries to be effective, it requires a culture that values and understands their importance. Companies should encourage their leaders to set and maintain boundaries and model this behaviour at all levels of the organisation.

5. Leading by Example:

Interim and executive hires have the unique opportunity to lead by example. By consistently enforcing their own boundaries, they can demonstrate to their teams the importance of doing the same. This creates a ripple effect, fostering a workplace culture that prioritises resilience and well-being.

6. Accountability:

Finally, there must be mechanisms in place to hold everyone accountable for respecting boundaries. This might include regular check-ins, feedback sessions, and a clear policy on work hours and communication. When boundaries are consistently respected, it builds trust within the team and enhances overall organisational resilience.

In the dynamic world of business, resilience is not just a desirable trait; it's a necessity. For interim and executive hires, resilience is particularly crucial as they steer organisations through pivotal moments. By setting and respecting boundaries, these leaders can maintain their well-being and effectiveness, ultimately contributing to a more resilient and robust workplace. As organisations recognize and support the importance of boundaries, they lay the groundwork for sustained success and a thriving workforce.

In the dynamic landscape of modern business, the importance of diversity within teams cannot be overstated. Interim hires, much like the diverse athletes who come together for the Olympic and Paralympic Games, bring unique skills and perspectives that can significantly enhance a team's performance.

1. Fresh Perspectives and Expertise

Interim professionals often come with a wealth of experience from various industries and backgrounds. This diversity in experience means they can offer fresh perspectives and innovative solutions to challenges. Their varied expertise enables teams to approach problems differently, fostering creativity and improving decision-making processes.

2. Flexibility and Adaptability

Interim hires are typically accustomed to stepping into new environments and quickly adapting to different corporate cultures and team dynamics. This adaptability can be particularly beneficial in today’s fast-paced business world, where the ability to pivot and embrace change is crucial. Their presence can help permanent team members become more flexible and open to new ways of working.

3. Cross-Pollination of Ideas

Just as athletes from different sports share training techniques and strategies during the Olympics and Paralympics, interim professionals bring best practices from their previous roles and industries. This cross-pollination of ideas can lead to the development of more effective processes and strategies within the team. The exchange of diverse knowledge not only enhances the skill set of the team but also fosters a culture of continuous learning and improvement.

4. Accelerated Growth and Innovation

Diverse teams are known to be more innovative. The variety of viewpoints and approaches that interim hires contribute can accelerate growth and drive innovation. By challenging the status quo and encouraging different ways of thinking, these professionals can help teams break out of conventional patterns and explore new avenues for development.

5. Bridging Gaps and Enhancing Collaboration

Interim hires often serve as bridges between different departments or functions within an organisation. Their broad range of experiences allows them to understand and communicate effectively across various teams, enhancing collaboration and breaking down silos. This holistic approach can lead to a more cohesive and united team, where diverse talents are leveraged to achieve common goals.

Conclusion

The integration of interim hires into teams can significantly enhance diversity and bring a unique blend of skills and perspectives. Much like the diverse athletes at the Olympics and Paralympics who come together to achieve greatness, interim professionals contribute to a richer, more dynamic team environment. Their fresh insights, adaptability, and ability to foster collaboration can drive innovation and lead to exceptional performance, making them invaluable assets in today’s competitive business landscape.

Recruitment and retention is not unlike assembling a world-class Olympic squad. In today’s competitive job market, HR and Transformation leaders must play the role of strategic coaches, adapting to evolving attitudes towards work and workplace dynamics. Just as high turnover can derail a team's performance, an organisation's finances and operational efficiency suffer when employees frequently leave.

Crafting employee value propositions that cater to individual preferences is like customizing training programs for each athlete. This approach bridges the gap between what employees seek and what the organisation requires. HR teams should take the lead in identifying these unique preferences and aligning them with the company's needs. Similarly, matching business needs with the right skills ensures that employees are placed in roles where they can excel, much like ensuring athletes compete in their best events. Comprehensive training and development are essential, just as continuous coaching is crucial for athletes.

It is important to differentiate between long-haul roles and interim or contract roles that are vital for more transformational projects, ensuring key positions are filled with the right talent for the short-term.

A flexible, non-core workforce is like having a strong bench and reserve players ready to step in during peak times and challenges. This flexibility not only manages workforce demands but also ensures that talented individuals are placed in roles where they can thrive. By doing so, organisations can retain and nurture the skills needed for sustained growth and success.

New strategies for attraction, retention, and attrition are essential as people rethink their relationship with work. Organisations can respond by tailoring employee value propositions to individual preferences, closing the gap between what employees desire and what companies need. By doing so, businesses can cultivate a loyal and resilient team, ready to achieve long-term success, just like an Olympic team striving for gold.

Do all Transformation experts think alike?

In its glory days, the Roman Empire was responsible for creating an extensive network of thoroughfares throughout the European continent, from Britain to Turkey, interconnecting its 113 provinces by means of 373 routes that were more than 80 thousand kilometres long. Today, some of Europe's major highways exist on these ancient Roman roads.

The well-known saying “all roads lead to Rome” seems to be true, at least, that’s what Moovel Lab, a team from Stuttgart dedicated to urban mobility research, points out. Titled "Roads to Rome," the project has mapped out over-land routes across Europe that converge to the city.

From a grid of 26,503,452 square kilometres covering all of Europe, the researchers defined 486,713 starting points that were superimposed on the continent's street map. Then an algorithm was developed for the project that calculated the shortest route between each of the points and the Italian capital.

The resulting cartography reveals a route map that, in fact, does lead to Rome!  Well, at least if the road was important. The logic of how an empire works isn’t so different to a modern country. The Romans weren’t that different to us; they were just trying to minimise routes to save time and to retain control.

In modern day parlance, the phrase “all roads lead to Rome” is taken to mean that there are many different ways of reaching a certain goal and that all choices, methods or actions eventually lead to the same result. 

Do they? You might ask.

So, it set me thinking about some of the research into failures in transformation programmes and what approaches various experts are extolling.

As we surely know by now, 70% of business transformations fail to achieve their original ambitions. Indeed, a recent study report from global strategy and management firm Boston Consulting Group found that only one third of local corporate digital transformation programmes could be considered a success, with targets met or succeeded and sustainable change created. On the flip-side, 20 percent of such projects were deemed outright failures, with less than half of the targets met, and no sustainable change created. globally, that figure pushes out to more than a quarter.

With such dire figures and corresponding poor return on investment, a lot of organisations turn to the big consultancies. They have a fear that the same will happen to them. Leaders fear their own personal jobs might be at risk if they fail and so having their hand held by one of these trusted organisations may be seen to help mitigate the risk, show they’re doing the right thing and give people more belief.

In some ways, transformations are viewed as being very complex, requiring a correspondingly complex and detailed approach. Others though, view transformations as relatively simple, programmes that become complex at their peril, and truly succeed only when they are simplified, and you win the hearts and the minds of the people. 

So how do some of the consultancies and researchers approach transformations? Well, we read a lot about different strategies they propose are the right ones to adopt.

Bain & Co, for example, talk at length about six practices their research has shown are key to successful programmes.  Treating transformations as a continuous process is at the forefront here taking aim at the previous “unfreeze-change-refreeze” model. That model made sense when most business transformations were transitionary, it’s not well suited to deliver a major change in today’s highly dynamic environment. As we can probably all see, most organisations are likely to be in a state of constant transformation now, given the environment we are currently operating in.

Here, they also talk about building transformation into an organisation’s operating rhythm; explicitly managing organisational energy, an argument for focus and simplicity; using aspirations, not just targets, to stretch management thinking; driving change from the middle out; and accessing substantial external capital from the start.  The last point being that transformation is expensive. Whether you are a company or a government department, it seems to be quite a common theme that transformations are underfunded and often funded through cost saving measures. As you would expect, this typically falls short.

Boston Consulting Group (BCG) have themselves carried out a lot of research to try to identify key factors that contribute to the success of transformation programmes. In one such piece of research, they surveyed 825 senior executives from around the world, along with analysing data from 70 projects that it had itself worked on.  They have also concluded there are six factors which, if addressed in combination, are likely to deliver the greatest chances for success. These include an integrated strategy with clear transformation goals; leadership commitment from CEO through middle management; deploying high calibre talent; an agile governance mindset that drives broader adoption; effective monitoring of progress towards defined outcomes; and investments in a business lead technology and data platform.

As you can see from just these two examples, there is some crossover but with each taking aim at points the other one doesn’t consider.  Were we to incorporate thoughts from PWC, Deloitte, Accenture etc, no doubt we would get a few other aspects that they each believe are important.

No wonder organisations struggle to make sense of things and find it difficult to work out which is the right path.

At risk of confusing matters further, I’m going to refer to a different piece of research, one which ties in with a common theme in several of our transformation newsletters.

This one relates to people and again pulls on some research from Bain and Co, but research that has been impressed on us consistently when engaging with our own cohort of the top transformation leaders.  These are people who are very much in the 30% successful as opposed to the 70% failure category.

According to its survey of over 400 executives and senior leaders, the strongest predictor of a transformation’s success is how well the organisation retains, develops, and acquires the right talent and capabilities to pull it off.  They subsequently identified three common mistakes that seem pivotal in transformations; failure to focus on the critical roles, noting that the wrong people often end up in critical seats, which is disastrous when considering 90% of the results of any transformation are created by less than 5% of roles; relying on too shallow a talent pool, in which “star players” are often overloaded, which sets them up for failure, and a Chief Transformation Officer not being present (a CTO typically achieves 24% more value); and poor preparation for the future, where an organisation’s high performers were often viewed as lacking the capabilities needed to succeed in critical roles, and skills gaps remained unaddressed.

So back to the question.  “Do all roads lead to Rome?”

Well, as per the research by Moovel Lab, they do.  And, indeed, from the research by Bain & Co and Boston Consulting Group, they should do as well.  Some faster than others of course.

But what stands out to us, is the people.  If an organisation retains, develops, and acquires the right talent and capabilities, then it has a far greater chance to pull it off.  Getting the people right is without doubt the strongest predictor of a transformation’s likely success.

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.

Remember Greece in 2008?

The Greek economic crisis and associated austerity measures have led to negative social impacts that are still felt today. At the height of the crisis in 2013, general unemployment rose to almost a third of the population with significant impacts on wages and household consumption. Athens was the epicentre of the crisis, experiencing a 51% increase in poverty.  Given the financial mechanisms of the crisis, the most affected were the unemployed and self-employed, young and middle-aged families as well as people paying rents or mortgages.

Traditionally vulnerable groups, such as farmers and the elderly, were comparatively less affected than urban wage-earning families.

Among those that still had an employment, the economic crisis led to a worsening of labour conditions with people having to work longer hours and losing many of the labour protections that existed previously. These precarious labour conditions made farming and the opportunity to be one’s “own boss” incredibly attractive.  Work conditions were becoming so difficult that people linked the crisis and living conditions in the city to a “loss of humanity” that could only be regained through a process of personal transformation.

The result was an exodus of people back to the land to become farmers and a whole wave of personal transformations.

Transformations that were triggered by a crisis.

Crises are defined in a broad sense as "collective stress situations" which change how we understand something is organised and structured e.g. society.  Depending on their level of stress, they can lead to system-level transformation as we saw in Greece.  People’s personal beliefs were shaken to the extent that it made them view the world differently and take personal action for change.

What we have seen here is how a crisis can accelerate transformative change – more than the best laid out transformation plans – because it’s a shock to the system to remind it that it’s alive, a living entity with more latent skills than leaders recognise or fail to realise.

Crises accelerate transformative action because they require a response. By taking action – especially in uncertainty – we create results and results are what we learn from to inform decisions, course correct and take better action in the future.

It’s a counter-intuitive approach because the nature of uncertainty means we don’t actually know what to do. But paradoxically, the only way to get the information we need is through action – taking your best guess, starting small and learning your way through.

Beyond Greece, the entire world went through a crisis back in 2020 when Covid struck.  What we saw in this period was a whole new level of transformative change.

As we know, leading transformation in large organisations is tough. It requires patience, persistence and can feel like an uphill struggle against the system that can’t get out of its own way to evolve. Millions of pounds, countless hours and bucket loads of energy are poured into organisations to encourage revolution. How many true stories of success do we see?

What we have seen though both in Greece and, more recently in Covid, is that crises can bring the best out of people.  It was fascinating to see how the clarity of mission - and that time it was a collective mission of survival - connected people together to drive an intrinsic level of motivation, which in turn drove collaboration to succeed in high-pressure high tempo situations.

We saw the NHS holding patient appointments online and giving us an app to see our patient records.  Remember Joe Wicks famously leading what felt like the whole country through online fitness sessions? Dyson started producing ventilators and local stores sorted appearing online with their own YouTube channels.

And the business world transformed overnight. At Tesco bank they were able to implement an increase in contactless payment limits in days, when previously it would’ve taken months. They and other organisations found a way to decamp overnight to work from home using rapidly prepared laptops. Company meetings went online with Zoom and we all suddenly worked out that people can be productive, and indeed be trusted, to work out of the eyesight of their manager.

It did seem at the time that organisations grasped at speed the benefits of lean and agile processes enabling them to react faster and make quicker decisions. But, if that is true, what brought that about.

Is it that a crisis unshackles an organisation’s ability to apply these principles when before they were suffocated by bureaucracy, siloed thinking and risk aversion?

Covid certainly focused people’s minds.  It gave them a shared purpose which was easy to understand, and which tapped into their intrinsic motivation. Suddenly, the objective was clear and crisply defined with a clear call to action.  Teams could see themselves tackling challenging problems and able to deliver real and successful outcomes for their customers.

Covid-19 also led to radical organisation wide reduction of initiatives, a forcing-function to focus teams on a shared small set of priorities, where otherwise organisations battle many competing priorities often creating confusion.   It created a simplicity with a succinct set of objectives that was both powerful and attractive.  A bit like a football team knowing that it needs a goal in added time or they will be knocked out.

By harnessing this true sense of purpose, the simplicity that comes with it, and the associated compelling motivation, we then saw further knock on effects that made successful outcomes far more probable.  Individuals and teams had a far clearer focus and were more able to see the impact of the part that they played.  At the same time, people became more outcome focused and thought of quicker smarter ways to achieve their goals.  And research since has talked about how Covid19 enabled organisations to focus and take smaller steps, faster.

Another aspect that seems to appear was enhanced collaboration maybe because of the breaking down of political barriers or the reduction in risk aversion that often suffocates an organisation.  Indeed, people reported a shift in culture and people values — especially as leaders started to role model new behaviours and acceptance of imperfect results.

It appears that in the face of crisis induced uncertainty it has now become acceptable at all levels to “learn as we go”, adapting to the crisis and changing when required.

What crisis creates is a situation that isn’t artificial. It’s not a training, a simulation or a story of what great looks like—it’s real. And in this scenario, people get to see, feel and experience the benefits of applying these ways of working for themselves.

The biggest hurdle to change is people not believing it’s possible. In Greece, thousands upon thousands of people combatted that and made their own choice to act.  Similarly, with Covid, the pressure of the crisis has prompted people to act differently, provided a new perspective and impacted their mindset for the better. It created the forcing function to react, grow or be left behind.

How we can leverage that experience of managing a crisis for the benefit of future transformations is the big question.  Can we learn from them or do we lapse back into our old ways of trying to do too much, not being clear in our real purpose, and forgetting the importance of creating intrinsic motivation in our people. 

We’ll see.

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, in the unpredictable journey of life, change is the only constant. From unexpected twists to unforeseen challenges, navigating the waves of change requires a sturdy vessel fueled by adaptability and resilience.

In the vast ocean of life, we often encounter turbulent waters and unexpected storms. In such moments, it's not our ability to control the waves but our capacity to navigate them that truly defines our journey. Adaptability and resilience serve as the sturdy vessel that carries us through the roughest seas, enabling us to weather any storm and emerge stronger on the other side.

Embracing Change: The Essence of Adaptability

Change is inevitable, whether in our personal lives or professional endeavors. Embracing change with an open mind and a willingness to adapt is the cornerstone of success in today's dynamic world. Think about it—every technological advancement, market shift, or life transition demands a flexible approach. Those who resist change risk being left behind, while those who embrace it find opportunities for growth and innovation.

Adaptability is not about merely surviving change; it's about thriving in the face of it. It's the ability to assess new situations, adjust our mindset and behaviors accordingly, and turn challenges into opportunities. Whether it's learning a new skill, adjusting to a new team dynamic, or pivoting in response to market trends, adaptability empowers us to stay agile and responsive in an ever-evolving landscape.

Resilience: Bouncing Back Stronger

Resilience is the armor that shields us from the impact of adversity. It's the inner strength that allows us to bounce back from setbacks, failures, and hardships with renewed determination and vigour. Life is not a smooth sail; it's filled with peaks and valleys, triumphs and tribulations. What sets resilient individuals apart is their ability to face adversity head-on, learn from their experiences, and emerge stronger than before.

Resilience is not about avoiding failure; it's about learning from it. It's about reframing setbacks as opportunities for growth and development. Every obstacle we encounter presents a chance to test our resilience—to rise above the challenge, adapt our approach, and persevere until we reach our goals. Resilient individuals don't let failure define them; they use it as fuel to propel them forward towards greater success.

Cultivating Adaptability and Resilience

The good news is that adaptability and resilience are not fixed traits; they can be cultivated and strengthened over time. Here are some strategies to enhance your adaptability and resilience:

1. Embrace a Growth Mindset

Adopt a mindset that views challenges as opportunities for growth and learning. Embrace the belief that your abilities can be developed through dedication and hard work.

2. Stay Flexible

Be open to new ideas, perspectives, and ways of doing things. Cultivate a flexible attitude that allows you to pivot and adapt to changing circumstances.

3. Build a Support Network

Surround yourself with a supportive network of friends, family, mentors, and colleagues who can offer guidance, encouragement, and perspective during challenging times.

4. Practice Self-Care

Take care of your physical, mental, and emotional well-being. Engage in activities that recharge your batteries, reduce stress, and promote overall resilience.

5. Learn from Setbacks

Instead of dwelling on failures, reflect on them objectively and extract valuable lessons. Use setbacks as opportunities to identify areas for improvement and refine your approach.

6. Set Realistic Goals

Break larger goals into smaller, achievable milestones. Celebrate your progress along the way and adjust your goals as needed based on new information or changing circumstances.

7. Cultivate Adaptability Skills

Continuously seek out opportunities to learn and develop new skills. Stay curious, be proactive, and embrace lifelong learning as a means of staying adaptable in an ever-changing world.

In a world characterised by uncertainty and rapid change, adaptability and resilience are indispensable qualities for success and fulfillment. By embracing change, cultivating a resilient mindset, and employing practical strategies for growth, we can navigate the waves of change with confidence and emerge stronger, wiser, and more resilient than ever before. So, let us set sail on this journey of self-discovery and transformation, knowing that with adaptability and resilience as our guiding stars, there is no storm we cannot weather, no challenge we cannot overcome, and no dream we cannot achieve.

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 explore how forging meaningful connections and nurturing lasting bonds can not only open doors to new opportunities but also profoundly enrich our lives.

In the interconnected world we live in, success isn't just about what you know; it's also about who you know. Networking and relationship building are not just buzzwords; they are essential skills for personal and professional growth. Whether you're forging new connections or nurturing existing relationships, mastering the art of networking opens doors, fosters opportunities, and enriches our lives in countless ways. Join us as we explore the nuances of networking and delve into the transformative power of building meaningful relationships.

Building Bridges, Creating Opportunities

Networking is more than just exchanging business cards at events or connecting on social media; it's about building genuine relationships based on mutual trust and respect. Networking opens doors to new opportunities, whether it's landing a dream job, finding a mentor, or discovering potential collaborators for projects. By expanding our network, we increase our visibility, access valuable resources, and tap into a wealth of knowledge and expertise.

Networking is not a one-time event but an ongoing process of nurturing and cultivating relationships. It's about investing time and effort in getting to know others, understanding their needs and aspirations, and finding ways to add value to their lives. In a world where connections matter, the strength of our network can be a game-changer, providing support, guidance, and opportunities for growth.

At Malikshaw, we actively engage in a number of networks and have found them to be hugely valuable both during and after Covid. During Covid, virtual became easy but, in reality, building genuine relationships became harder. Now, we use our networking opportunities to enable and encourage us to move out of the virtual world and experience the value of real face to face conversations.

Cultivating Connections that Matter

Relationship building goes beyond superficial interactions; it's about forging deep, meaningful connections with others. Whether it's with colleagues, clients, mentors, or friends, building strong relationships is the foundation of success in both personal and professional spheres. Trust, communication, and empathy are the cornerstones of effective relationship building, fostering bonds that withstand the test of time.

Listening is a key component of relationship building, allowing us to understand the needs, desires, and concerns of others. By actively listening and showing genuine interest in their stories, we create space for authentic connections to flourish. Empathy plays a crucial role in building rapport, as it allows us to put ourselves in others' shoes, empathise with their experiences, and foster deeper understanding and connection.

Strategies for Effective Networking and Relationship Building

1. Be Genuine: Authenticity is the foundation of meaningful connections. Be yourself, share your passions, and show genuine interest in others.

2. Listen Actively: Practice active listening, engage in meaningful conversations, and show empathy towards others' experiences and perspectives.

3. Offer Value: Look for ways to add value to others' lives, whether it's through sharing knowledge, offering assistance, or making introductions.

4. Follow Up: After initial interactions, follow up with a personalized message or gesture to keep the connection alive and demonstrate your continued interest.

5. Stay Connected: Keep in touch with your network regularly, whether it's through social media, email, or in-person meetings. Nurture your relationships and show appreciation for their support and guidance.

6. Give Before You Receive: Offer help and support to others without expecting anything in return. By paying it forward, you build goodwill and strengthen your network organically.

Networking and relationship building are not just professional skills; they are essential life skills that enrich our personal and professional lives in profound ways. By mastering the art of connection, we open ourselves up to a world of possibilities, forging meaningful relationships that inspire, support, and empower us on our journey towards success and fulfillment. So, let us embrace the power of networking, cultivate authentic connections, and build bridges that lead us to new horizons and endless opportunities.

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, 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…”

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