Searchlight Newsletter – Q3 2016
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Q3 2016 |
A Message from Keith Pearson, President & CEO
Uncertainty is nothing new to business leaders, who often thrive in spite of it. But this year, more wild cards than usual seem to be in play.
All of America is captivated by a very unusual presidential race, but for the leaders of the country’s economic engines, the stakes of this election are even higher. Control of Congress and the Supreme Court – not to mention fiscal, trade and regulatory policy – could all be soon to change. How drastically remains to be seen, and the eventual impact on the business environment is a great unknown.
At the same time, we face an unprecedented threat of global terrorism, plus several years of watching and waiting as our peers in Europe sort out the fallout of the UK’s exit from the European Union.
Because these interrelated topics are at the top of a lot of minds right now, the third quarter of this volatile year seemed like a good time to sit down with our fellow business leaders, break bread and hash through the issues. So, we invited three economic, military and legal experts to lead the discussion at our recent Spotlight SeriesSM breakfast, and it was an exciting discussion indeed. Don’t miss the summary of the discussion in this issue of Searchlight.
In This Issue
Quarterly Spotlight Series Breakfast:
Global Uncertainty: The Election, Terrorism, Brexit
The outcome of the November election will undoubtedly have a big impact on business in America, but that’s not the only source of uncertainty for decision-makers. The worldwide threat of terror has become a new normal, and the exit of the United Kingdom from the European Union has created more questions than answers. To examine the potential impact of these interrelated forces on business, Pearson Partners’ panel of experts broke down the possibilities at our recent Spotlight SeriesSM breakfast.
Read MoreTips from the Leadership Coach:
Leading in the Face of Uncertainty
None of us can predict the future, but with good leadership, it’s possible to keep surprises—and their associated risks—to a minimum. What skills do business leaders need to cultivate to maintain a steady course during uncertain times? What are the best strategies to minimize risk while keeping the door open for future opportunities? Lisa Thompson, LPC, PCC, our managing director of professional services, answers these questions and more in this issue. Read her tips.
Read MorePearson Partners HR Roundtable:
Change Leadership in a Changing World
In organizational change initiatives, the right approach can make all the difference. Winning support for change requires careful attention to both people and process. At Pearson Partners’ August HR Roundtable, featured guest speaker Kirsten Jordan, a partner at PeopleResults, shared the three most important steps for change leaders to create or support organizational change. Read a summary of the discussion.
Read MoreCase Study:
A New HR Leader for Rosewood Corporation
The retirement of a well-respected, longstanding human resources leader left Rosewood Corporation with big shoes to fill. Seeking a new, experienced vice president of HR who would mesh with the organizational culture—and bring new perspective—the company enlisted the help of Pearson Partners. After a deep dive to learn about the organization, its culture and its leaders, we found not just one, but several ideally qualified candidates for Rosewood to choose from. Learn how we did it.
Read MoreGlobal Survey:
The Rise of the Chief Digital Officer
Our global executive search membership organization IIC Partners recently surveyed our collective worldwide client base—including more than 500 business leaders—and found that 80 percent of senior executives consider the investment in digital transformation highly important to organizational success. Yet, only about a third of the organizations surveyed plan to hire a chief digital officer within the next two years. If there’s no CDO on board, who is leading the digital drive? Find out, and learn what organizations should look for in a CDO.
Read More
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