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Numbered or bulleted lists of action items to become a stronger, more effective leader in your current role.
 

When seeking advice on next generation talent, we decided the best place to start would be talking to our very own. AESC recently had a discussion with 30 of the top young professionals in executive search across the globe—from Warsaw to Washington D.C., São Paolo to Shanghai— and asked them what clients should do to develop next generation talent within their own organizations. Here’s what they said were the best ways to deliver your young leaders and our advice on how to implement it:

 

next generation talent

1. Focused Development on Next Generation Leaders

It is surprising how so many executives I come across easily under-estimate their ability to stay on top of digitization trends, and consider themselves digitally challenged! I spoke to audience members who approached me during networking sessions at some of the technology conferences I spoke at recently, and a synopsis of my observations as well as my advice to some of them is as follows.

For years, executives hoping to improve their career trajectory have been advised to build and maintain a personal brand, but with increasing competition for top executive roles, it now takes more to stand apart from industry peers. Great executives are easy to find, but industry thought leaders are irreplaceable.

#BeBoldForChange was the theme for 2017 International Women’s Day with a call to help forge a more inclusive, gender equal world.  Companies across the world took to social media to show their support with the cause and we saw a number of excellent profiles on senior female business leaders across media platforms, LinkedIn, YouTube, corporate websites and blogs.

BlueSteps chats with Susan Goldberg, Susan Goldberg Executive Search Consulting, who recently published Leadership in Wonderland.
 

First of all, thank you for taking the time to speak with BlueSteps about leadership and your new book, Leadership in Wonderland. Can you tell us a little about your background?

Thank you, Bluesteps and the AESC for giving me this opportunity to talk about my book.

To answer your question, I’ve always loved to read, particularly fiction. I find that readers of fiction tend to be curious and enjoy examining and observing human behavior.

An evergreen topic of interest to professionals in the corporate world and students of business schools alike, the mere thought of leadership conjures up several images.  At the same time, how many times have we heard from folks that Mr. X is a great leader but a really bad human being? Based on several years of experience and intense conversations from teams on the values that would help them rank a corporate leader highly based on his or her personal traits, here’s my take:

Simplicity – The best leaders I have worked with have always kept things simple. For example, in one of my first jobs, the CEO said something simple that set me off on the right path from day one of my career: “Will you let your job drive you or will you drive your job?”

Years ago, I was waiting in the queue at the airport lounge reception to get my card swiped for entry. The gentleman in front of me forgot his PIN and had to call up his bank. They promised him a quick dispatch of the replacement PIN within seven working days via post (not very quick these days). The exasperated customer wondered why they could not send to him in a digital form via phone or email – after all, he just needed information, not a physical product. It is precisely moments like these that set the context for leading in the digital world of today.

“We aim to tap the vast talent pool of women professionals who had to leave their professional jobs for their family commitments. We plan to give such women an opportunity to re-start their professional career without disturbing their family priorities,” said the CEO of Bajaj Allianz, the Indian insurance firm, which launched all-women branches two years ago. Cut to the present, and you see offices buzzing with action – selling, processing, transacting – with the sole difference being that these are offices for women, of women, by women.

BlueSteps recently hosted an #ExecCareer Chat on the topic of "Becoming a Better Leader" and leadership development, featuring Catherine Bell, from BluEra, Mike Morrow, from TRANSEARCH, and Daniel Rezende, from Dasein Executive Search.

Some of the questions asked included:

The irony of this digitally connected world of ours is that devices have installed distances between people who work in proximity and shortened distances between people who work remotely. How often have we had neighbors send us emails, WhatsApp messages or text messages, only for an annoying outburst from a third colleague who enters the exchange wondering why people don’t just talk to each other. At the same time, aided by tools such as telepresence and video conferences, colleagues who work remotely no longer perceive the same distance that our predecessors experienced.

I have dealt with colleagues who work remotely for more than 16 years. Based on my own experience, here are a few tips on leading colleagues who work remotely: