In a recent interview with the Havard Business Review, Anita Woolley and Thomas Malone discuss the implications of a study which tested the interaction between groups, gender and intelligence. In key findings, it was reported that the groups with more women performed better than those with less gender diversity.

What is a strategic plan?

Type the words “Strategic Planning” into a search engine and you’ll find everything from strategic planning templates to “simplified strategic planning” and more. I’m all for simplicity but my experience is that a useful, and well thought out strategic plan isn’t simple and requires a great deal of critical thinking, market analysis, creativity, vision, and communication. It is a plan to improve a company through a three to five year period into the future with some stated goal(s) as part the overall plan. A good strategic plan with yearly updates keeps a company moving in the right direction.

When hiring executive talent, it’s common to place emphasis on only the positive results the candidate has measurably accomplished in the past in order to predict future results. This method has good attributes by being results focused, but often misses key experiences that shape executive leaders and avoids discussing failure.

The AESC recently caught up with No Fear of Failure author, Gary Burnison, CEO of executive search firm Korn/Ferry, to learn about his inspiration for the book and to delve further into the key qualities needed for successful leadership. No Fear of Failure: Real Stories of How Leaders Deal with Risk and Change profiles twelve distinctive leaders who, in one-on-one interviews, revealed their thoughts on leadership.

What was it, in your experience of dealing with senior management, that prompted you to write this book?

We all know the importance of teamwork. Effective teams can produce exceptional results but they can also produce not so exceptional results. As Richard Hackman discusses when it comes to teamwork managers and organizations don’t always make the right choices, mostly based on some of these common misconceptions.
Whether organizations are building a talent pipeline for the global HQ or employing local talent in regions worldwide, all executives need a global outlook in order to effectively interact across borders and cultures. But how do organizations develop ‘global executives’?

This important dilemma crossed the minds of Morgan McCall and George Hollenbeck, and resulted in the comprehensive book published by Harvard Business School Press, The Lessons of International Experience: Developing Global Executives.

When entering new markets you have to start with a clearly defined strategy and an honest assessment of your organization's capabilities. Without this, any path forward is flawed.

I have seen too many businesses say they are expanding into international markets, without clearly defined objectives and processes to achieve success, 'well these are big emerging markets, with a lot of people, and there is not much growth in our home market...' Hardly a strategy.


“If things are intangible ... well!
There is no reason to not want them...
How sad would the journey be, if it wasn't for
the magical presence of the stars!”
- Mario Quintana

It is very common to hear career coaches, hiring managers or executive recruiters advising candidates to use the CAR interview technique – in fact, I first heard about it from an AESC member search consultant at Russell Reynolds. But why is this particular interview technique so popular?

Australian health foundation, VicHealth, recently published a report stating that the Australian economy is losing $730 million per year due to overworked and overstressed employees. The report found that 13.2% of men and 17.2% of women were depressed as a result of job strain, directly impacting employee productivity and ROI, and costing employers an average of 8,000AUD per person, per year.