Blog

RETAINING TOP TALENT WHEN THEY DON’T GET THE TOP JOB

February 18th, 2015

Sometimes the person who brings the most monetary value to a business is not the person with the right skill set to lead the organization. Balancing an individual’s goals against the long term needs of the business can be difficult: you don’t want to lose your top performer but you can’t necessarily give them the job they want. The retiring regional CEO of a financial services firm in Asia faced just this dilemma when selecting his successor. Bill was a rainmaker and a key figure; he was responsible for a large share of the companies income and some of the biggest deals. He was a natural salesman with ambition and a strong desire to move into the CEO position. However, Read More

FROM CONFLICT TO COLLABORATION

January 13th, 2015

Our client, a global FMCG firm, was undergoing a major shift in their marketing strategy. Although everyone agreed on the need for change, in their Japan office, its implementation was causing confusion and increased levels of disengagement. The senior management team, led by the CEO, wanted to get to everyone moving and moving quickly. We started with a full needs analysis an identified a number of pressures points within the team. Firstly, they were overwhelmed: too many initiatives were underway and tasks were not presented contextually so there was little sense of progression or completion. This was leading to burn out. Secondly, a new set of behaviours was needed to mirror the organizational changes taking place on a strategic level. Read More