Conquering Your Mountain: A Practical Guide to Achieving Business Goals

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Conquering Your Mountain: A Practical Guide to Achieving Business Goals

Achieving business goals—whether personal or professional—can be a daunting task. We all have our metaphorical mountain tops: those seemingly insurmountable objectives we dream of reaching. But how can we conquer them effectively and systematically?

One proven approach is outlined in The One Thing by Gary Keller. If you haven’t read it yet, it’s a must. The book presents a transformative question: What is the one thing you can do such that by doing it, everything else will become easier or unnecessary? It’s “the surprisingly simple truth behind extraordinary results.”

Keller’s approach revolves around breaking down big goals into long-term and short-term objectives, transforming them into manageable, actionable tasks. Let’s explore how this framework can help you tackle your business ambitions step by step.

Step 1: The Process To Achieving Business Goals – Direction and Action

This process works in two essential stages: finding direction and chasing action.

1. Finding the Right Direction

Before diving into the details, step back and ask yourself: What is the one thing I truly want to achieve? This big-picture goal should align with your ultimate vision—whether it’s scaling your business, reaching a specific revenue target, or mastering a personal skill. Think of it as your North Star, guiding all your efforts.

Once defined, visualise what success looks like. For instance:

  • If you’re aiming to improve operational efficiency, what will that mean for your team and business?
  • If you’re building a new revenue stream, how will it transform your financial future?

Clarity at this stage is crucial. Without a clear destination, you’ll struggle to chart an effective course.

2. Taking the Right Actions

The second stage focuses on breaking your goal into manageable tasks. Start small:

  • Today: What’s one small step I can take that aligns with my goal?
  • This Week: What’s a more substantial action that will create momentum?
  • This Month: What measurable milestone can I achieve to ensure progress?

By consistently returning to your one thing, you ensure every action is deliberate, aligned, and impactful. This approach also prevents overwhelm, as you’re tackling one focused task at a time instead of being paralysed by the enormity of the goal.

Step 2: Staying on Track To Achieving Business Goals

Even with a solid plan, staying on track can be challenging. Here’s how you can maintain focus and momentum:

Define Your Goals Clearly

Vague goals lead to vague results. Instead of saying, I want to grow my business, aim for something concrete like:

  • I want to increase revenue by 20% in the next six months through X strategy. Clearly defined goals provide a sharper focus and measurable outcomes.

Be Specific About the Benefits

Understanding why you’re pursuing a goal keeps you motivated. What will achieving this bring you or your business? Will it enhance profitability, improve team dynamics, or free up your time? When you’re clear on the benefits, it’s easier to stay disciplined.

Regularly Revisit the ‘One Thing’

Distractions are inevitable, but returning to your one thing helps cut through the noise. Every time you feel pulled in multiple directions, ask: Is this contributing to my goal? If not, let it go.

Commit to Accountability

Share your goals with trusted colleagues, friends, or family. Let them hold you accountable. Writing down your goals and setting deadlines also creates urgency and keeps you on track.

Celebrate Wins – Big and Small

Don’t wait for the final milestone to celebrate. Acknowledge smaller achievements along the way. This not only boosts morale but also reminds you how far you’ve come, motivating you to keep going.

A Practical Example To Achieving Business Goals: Breaking Down Goals

Let’s say your business goal is to launch a new service within six months. Here’s how to apply this framework:

  1. Define the Big Goal: Launch Service X by 30th June to target [specific audience], generating £50k in revenue within the first quarter.

  2. Break It Down:

    • This Month: Research market demand and create a detailed business plan.
    • This Week: Identify three competitors and analyse their offerings.
    • Today: Draft a list of potential challenges and solutions.

  3. Revisit Regularly: Ensure every action aligns with launching the service. If a task doesn’t contribute directly, deprioritise it.

  4. Celebrate Milestones: Completing market research, securing your first client, or hitting the halfway revenue target—all deserve recognition.

Final Thoughts: Reach Your Mountaintop

Success doesn’t come from a single monumental effort but from consistent, deliberate steps. By focusing on the one thing and breaking your goals into manageable actions, you can reduce overwhelm, build momentum, and set yourself up for long-term success.

Whether you’re pursuing business growth, personal development, or any other ambition, the key is clarity, focus, and persistence. Keep climbing, and don’t forget to pause occasionally to celebrate how far you’ve come.

 

To have a chat about your goals contact me at carl@refind.co.uk.

Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch or Connect on LinkedIn

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Simon Brown’s top tips for successful shared services governance

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Top tips for successful shared services governance

Simon is a frequent columnist at SSON and a veteran of shared services deployments at GSK, Coca-Cola, NCR, Carlson Wagonlit Travel and Becton Dickinson over the past 20 years, both as a Shared Services Director and a Transformation and Change Advisor and Consultant. 

For this blog, Simon has kindly shared his views on understanding service proposition documents and SLA’s, the do’s and don’ts for introducing SLAs or OLAs, what a good SLA includes and how you should brand it.

When you have made the decision to move to, or upgrade, a shared services model for your enabling functions, be it finance, HR, IT, procurement or indeed an integrated business services, it makes good sense to set out your store and crystallise what it offers and how it works, when the processes and services will be delivered and who does what within the functional teams. Most important is that a dialogue takes place between representatives of all the key stakeholders – those who have a vested interest in the effective operations of the shared services model to be deployed.

What you agree can be recorded in a ‘Service Proposition Document’ – which should primarily be seen as a business partnership agreement about who does what, when, and with whom, and how the transactions are measured, costed and charged. The document is an output of an agreement, and a point for future reference in governance of that agreement – it is not in itself the driving force to make things happen.

Typically, a service proposition document proposes, at the executive level, the following items:

  • Purpose and mission of the shared services function
  • Who are the customers of shared services?
  • What is the business case for introducing shared services?
  • Which processes are covered, and which services and products are delivered by shared services?
  • Overall business model measures of success.
  • Costing and charge-outs for the shared services operations – often referred to as the commercial model.
  • Who are the parties to the agreement, what is the review mechanism and duration of the agreement?

The target audience for the service proposition agreement are the decision-makers at the senior level within the function – for example, in the HR function it would be the HR leadership team, and for an integrated enabling functions organisation the business services leadership team. Ideally, however, a review board – often referred to as The Customer Board, which has representatives from business heads who receive service from the enabling functions, is a good forum for getting the relationship right from the beginning.

Many companies make the mistake of being too insular when getting ready to launch their shared services function, seeing only their own function heads as the customers of the services. In reality, of course, all managers and employees of the business will be consumers of the products and services of shared services. So whilst it is right to ensure your own function is fully aligned and has bought into the new shared services model, it is equally important to go directly to the business heads when shaping the service – particularly, when agreeing on the business purpose and measures of success for the Service Proposition, and the charge-out method for the commercial model . These tend to be the big-ticket items where strategic alignment is key to success.

A service proposition document or agreement does not have to be long and bureaucratic. It is not War & Peace! It’s an executive summary agreement, which needs to be readily accessible and quick to read. The best SPDs are at most 6 or 7 pages in length.

So, what about the detail at the operations level below this executive agreement? How best to ensure that the right things are happening, in the right way, on the ground, as well as 30,000 feet up in the sky? How best to manage customers’ expectations regarding what’s in and what’s out of scope? And, how best to create a common understanding of processes, products, services, and responsibilities?

This is where the service level agreement has a role to play. It is a document with a lot more detail than the service proposition itself. Your SLA gives your service proposition legs!

Branding your agreement in the right context at your company.

A Service Level Agreement, which describes the working relationship with third-party vendors, is sometimes referred to (for purely internal operations or captive HR shared services) as an Operating Level Agreement. Whatever your business context or whatever language used to describe your OLA or SLA, there are some fundamental principles to build into your thinking when designing and agreeing on this document.

It is vitally important to see the SLA/OLA as a communications tool, an output of an agreed way of working between the stakeholder parties at an operations level; something that by its clarity helps to prevent conflict and that provides a way to measure service effectiveness. The document that encapsulates all of the above in word and spirit should be seen as a living framework for an evolving and organic relationship of transactions between the stakeholders and providers. Don’t see it as something to file away or to be used to hit people over the head with when things go wrong! See it as something that will be amended and adjusted by agreement, on a predetermined frequency. As Shared Services evolves and grows and continuous, improvements are made to process effectiveness, leveraging technology and new ways of working so these can be updated and reflected in the document.

What should a good SLA or OLA include?

  1. The processes to be included and the products and services of those processes.
  2. A list of the processes which are out of scope at this point – to manage customer expectations.
  3. Conditions of service availability – hours of opening and days of operation.
  4. Service standards – times for delivery of services should be recorded in a number of working days (rather than say 24 or 48 hours) to manage expectations and be clear about closures of operations for bank-holidays or weekends.
  5. A R-A-C-I matrix – to show who is responsible, accountable, needs to be consulted and informed, regarding process steps. This ensures role clarity in completion of tasks.
  6. Cost versus service trade-offs, to manage expectations about “workarounds” or “just as a favour” requests.
  7. Clear escalation procedures and timelines so that when something goes wrong it can be resolved by the right person, in the right role, at the right time.

Governance and Reporting

For governance of the SLA/OLA it is also important to be transparent about how service effectiveness will be tracked – KPIs and metrics of outputs based on time, quality and cost-effectiveness criteria are included here. In addition, it is vital to report on service effectiveness to key stakeholders using agreed formats and frequency. See my article on measuring effective shared services performance on the SSON website for more examples. One-page dashboards; billboards with lots of colour and headline-only statements; and traffic lights (showing mostly green of course!) are effective ways to visually represent service and operating levels.

Measuring service satisfaction through quick customer surveys and focus groups which engage with the customer on an emotional level is just as effective as hard output metrics, which keep the score on time, quality, and cost-effectiveness of delivery.

Here are some do’s and don’ts for the introduction of SLAs/OLAs:

Do

  • Discuss first with your customers, colleagues and stakeholders before you document your thoughts.
  • Gather information and insights about what can practically be delivered by the Shared Services Centre before making proposals on service and service levels.
  • Understand the complexity of processes by mapping them “as is” and where possible to streamline “to be”. Size up the volume of work and resources required to manage the processes to be included in the service proposition.
  • Consider a phased approach to introducing processes into your shared services operations – some now, some later … rather than the “big bang”, all-at-once, approach. Be clear about what is not in scope in phase 1, and record this in the service proposition and service level document.
  • Establish ground rules and ways of working with your customers and stakeholders so that the mindset is that of “partnership,” and “win-win together”, not “us versus them”.
  • Do build insufficient time to complete your SLA and SPD. Time to understand the processes, agree who does what, establish tracking mechanisms, agree supporting materials (e.g. process maps), debate to gain consensus, gain approvals, sign-off, run pre-launch education and briefing sessions, can take around three months under good circumstances.


Don’t

  • Introduce SLAs simply as a way to plug the gaps after a complaint from a customer – it’s not a document to hide behind. Meet to sort out underlying problems first, rather than paper over the cracks with a written document.
  • Write an SLA without any input from your customers. Ideally, involve them in reviewing first and second drafts, which themselves are written following discussions, customer interviews, or process review workshops.


Finally, remembering the famous Oscar Wilde quote, “You don’t get a second chance to make a good first impression”, do see your SPD and SLA/OLA as an output of something you do with the customer, not something you do to the customer. Get as much face time as you can with customer representatives in the design of your shared services. These documents will then follow as the icing on the cake!

Thanks to Simon Brown for sharing his thoughts and tips with us on successful shared service governance.

For all things, HR Shared Services, change and transformation and if you would like to feature in our ‘Insiders Story’ blog, email me on kate@refind.co.uk.

You can view more about Kate Wass our HR Shared Services specialist here.

Why won’t top-performing shared service professionals join your business? And what to do about it. Download our free eBook here.  

Reducing Stress in the Workplace: A Comprehensive Guide

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In today’s fast-paced world, Reducing Workplace Stress is paramount to organisations. It’s no secret that workplaces can often be hubs of tension and anxiety. As the demands of our jobs rise, so do our stress levels. But why is it so important to tackle this issue head-on to reduce stress in the workplace, and how can we ensure our work environment promotes well-being and productivity? Let’s delve into the world of ‘reducing stress in the workplace’.

Workplaces: A Breeding Ground for Stress

Some industries and professions are naturally more stressful than others. Let’s explore a few ways of Reducing Workplace Stress:

  1. Healthcare: Medical professionals, be it doctors, nurses, or paramedics, face high-pressure situations daily. Dealing with life and death scenarios can take its toll.
  2. Law Enforcement: Police officers and detectives often encounter dangerous situations and must make split-second decisions that can have long-lasting impacts.
  3. Financial Services: Stockbrokers, for example, deal with vast amounts of money and need to make rapid decisions in a fluctuating market.
  4. Journalism: Deadlines, the hunt for a breaking story, and navigating through challenging terrains can be stressful for journalists.

Why Reducing Workplace Stress in the Workplace is Crucial

Stress isn’t just an individual’s problem; it’s an organisational concern. Here’s why reducing workplace stress is essential:

  1. Health Implications: Chronic stress is linked to numerous health issues, including heart disease, insomnia, and weakened immune systems.
  2. Productivity: Excessive stress can lead to decreased concentration and mistakes. This impacts both individual performance and the company’s bottom line.
  3. Retention Rates: High-stress levels lead to increased staff turnover, with companies facing the additional cost of hiring and training new employees.

Effective Strategies for Reducing Workplace Stress

Knowing the problem is only half the battle. Implementing solutions is key. Here are some strategies that organisations can employ:

  1. Flexible Working Hours: This allows employees to manage their time effectively, balancing work and personal commitments.
  2. Breaks: Encourage regular breaks. Even a short 5-minute walk can help in resetting and refreshing one’s mind.
  3. Open Communication Channels: Staff should feel they can talk about their concerns or challenges without fear of retribution.
  4. Professional Development: Training programmes that equip employees with the skills they need can reduce task-related stress.

Assessing and Reducing Workplace Stress Levels

It’s crucial to understand the stress levels within an organisation. Here’s how to gauge:

  1. Surveys: Anonymous employee surveys can help gauge the overall mood and stress levels.
  2. Open Door Policy: When employees know they can speak freely with managers or HR, it’s easier to understand and address underlying issues.
  3. Monitor Absenteeism: Frequent sick leaves can be an indicator of high stress or burnout.
  4. Feedback Sessions: Regular feedback sessions can provide insights into areas causing undue stress.

Case Study: The XYZ Company Transformation

XYZ Company, a tech startup, was facing a high employee turnover rate in 2020. An internal survey revealed that 70% of the staff were experiencing high stress, mainly due to unrealistic deadlines and lack of clear communication from the management.

In 2021, the company implemented changes, such as flexible work hours, professional training sessions, and regular team-building activities. By mid-2022, not only did the turnover rate decrease by 40%, but the company also witnessed a 25% increase in overall productivity.

The Bright Side: Benefits of a Stress-free Workplace

A workplace that actively works to reduce stress enjoys numerous benefits:

  1. Higher Productivity: A stress-free employee is more likely to be focused, motivated, and efficient.
  2. Better Team Dynamics: Reduced stress levels often lead to improved collaboration and teamwork.
  3. Increased Loyalty: Employees are more likely to stay with a company that values their well-being.
  4. Enhanced Reputation: In the age of reviews and online forums, a company’s reputation as an employer matters. A stress-free environment can be a significant draw for top talent.

Conclusion

Stress in the workplace isn’t just an employee’s concern; it affects the very fabric of an organisation. Recognising the signs and actively implementing measures to counteract stress is not just a ‘nice-to-have’ but a necessity in today’s corporate landscape. As the case study demonstrates, the transformation from a high-stress environment to a supportive and understanding one can yield tangible, positive results. Reducing stress in the workplace isn’t a choice; it’s imperative.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

 

re:find team: My executive search journey

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I started my executive search career 16 years ago and traditionally I’ve always focused on HR recruitment. The dictionary definition of recruitment is ‘the process of finding people to work for a company or become a member of an organisation’. Executive search is a specialised recruitment service to seek out and recruit highly qualified candidates for senior-level and executive jobs.

For me, it’s about so much more than that.

Every brief is different and over the last 18 months, there have been a number of external market conditions that have turned everyone’s world upside down, presenting us with the most challenging and bizarre market I have ever encountered.

Someone once told me there is a home for everyone, and it is so true, a person can be brilliant in one company, but not so good in another and that is down to the different Cultures. Culture fit is a phrase that gets banded around all the time and it’s a minefield when trying to get it right. I see lots of blogs and posts talking about culture fit and finding the right person for the right role, but what does it actually mean? In my opinion, you need to really get under the skin of a business and determine what good looks like, what really drives the business and what goals they have long term. You then need to understand the team dynamics, the personalities involved and any gaps they have (tools like insights and the GC index are great for this). This approach enables me to really understand the kind of person that they need and ensure that I can deliver.

After years of recruiting HR roles, I was approached by one of my clients, (CPO, Hospitality Business) who needed to recruit an MD into the business and asked for my help, we had worked together previously in the HR space and got on well, this was the start of my journey into wider executive search. Although I’d never recruited this kind of role before, he was confident in my style “I realised that this is a little outside of their usual sweet spot, but knew that they would hit the mark quickly, and they did.” Taking the brief and hearing what would be needed from someone to be successful in the role, was exciting and got me thinking I wanted to do more of this type of search. I found it really interesting and engaging, so started asking our clients if we could help. You can see more about this case study here.

Since that time, as a business we have placed a number of senior exec roles:
  • Managing Director – UK’s fastest-growing privately-owned hospitality company
  • Director of Customer Experience – Private Equity backed Manufacturing Business
  • Director of Business Services – Multibillion turnover FTSE100
  • IT Director – Engineering business
  • Head of Procurement & Supply Chain – Engineering business
  • Head of Operational Excellence – Global Listed Pharmaceutical business
  • Head of Professional Services – Leading Russell Group University
  • Regional COO – Privately Owned Hotel and Restaurant chain
  • Group Property Director – UK wide retail business
  • Operations Director – Care business
  • Finance Director – Waste management company
  • Head of Change – Large multisite retail business
  • HR Director – B2B wholesale business, 12k employees UK wide
  • Head of Internal Communications – UK Pharmacy Company

I still love our bread-and-butter senior HR roles but enjoy doing a variety of wider executive search and it also helps our clients who like working with us as we understand their business and can move quickly.

Recruiting senior roles

I’ve been recruiting senior roles for too many years to remember and found that once you hit a certain level it’s less about what the candidate does and more about how they do it. Generally speaking, you don’t get to director level without being good at the job. Obviously, I’m not saying that the technical aspect of a role is non-existent at this level, I just feel that to be successful in an executive position, you have to be the best, it’s as simple as that.

When taking a brief, discussing the technicalities and deliverables of a role is a given. Understanding how a business needs the job done is the tough thing to decipher and sometimes even tougher to measure. It is paramount at this point that we understand the long-term vision of the organisation, appointing execs is always a business-critical process and requires a business to know their own culture and exactly what type of person they are looking for.

To deliver on this, I have to quickly build relationships with prospective candidates. Getting to know someone in an interview process is key, constantly assessing on both a professional and personal level, to really understand their character and personality traits and if they will get the best out of the team and fulfill the business’s objectives. This approach enables us to shortlist quickly and effectively. In the current market, long processes will almost certainly ‘kill a deal’ as people are getting multiple approaches and offers at any one time.

Why use us for your senior exec work?

When you are recruiting for different roles in different industries, clearly you can’t be an expert in all of them. Clients come to us when they have a difficult brief. It might be a new role in the business, it might not be fully defined, they may have compressed timelines, or the situation might be sensitive or confidential. I have asked many of my clients in the past – why do you use re:find? Their response is that they enjoy working with us and find our shortlists refreshing. We provide a full market map of relevant talent in the market and focus the search on people that I think will fit the business and will fulfill the role to the best of its potential, not just people from the same sector. We never advertise roles. I feel that this ensures we only find the very best out there and it also fits perfectly with our clients who need us to be as discreet as possible. Once we find the right candidates and have vetted them, we can arrange an NDA to be signed to ensure that the role and the situation is kept confidential. We ensure candidate care throughout the whole recruitment process and into the onboarding process with you, which helps to make the transition smooth and the new appointment quickly get settled into their new role.

It also helps that we’re approachable, easy to work with, but with a robust back-end process to enable us to find that niche best talent.

The value that we add

As a business, we help our clients to grow. We understand what’s going on in the business and what they really need. Getting the right hire allows our clients to push forward with their business goals.

There isn’t any red tape or bureaucracy when you deal with us – we make the decisions, and we work with you to ensure we have the best working relationship possible. We’re nimble and flexible, allowing us to offer the best possible service to our clients and make a success of the work we do together.

What challenges we face

The main challenge for me, is learning the intricacies of a business, to make sure that you get the right person for that specific role in that specific business. Every business is different – it has its own culture and values and goals and there’s always lots to learn and understand. This is where relationships come into play, because the better you know your clients and their business, the better you can do your job.

There are many other challenges to contend with including competition – top execs are in high demand and can have many offers on the table, so you need to be able to negotiate this successfully. A high majority of senior candidates are passive – they are not actively looking, but surprisingly 97% of senior candidates in a company want to be ‘found’ or ‘approached’ by headhunters for relevant roles, so you do have to work hard to find them and attract them to move.

It takes a long time to get up to exec level, which means there are far less candidates than for entry or mid-level roles. A survey last year from Invenias (a recruitment software platform) said that 77% of executive search professionals’ top challenge was going to be talent shortages. 

Add to that a worldwide pandemic and the executive search market over the last 18 months has been even more challenging. Because the climate has been so uncertain people have been wary of moving from a stable position, so even if you do find the hard-to-find people that are a great culture fit for the business, you can’t always get them into the process. Things do seem to be picking up now so this challenge shouldn’t affect us going forward. The market has definitely shifted to a candidate driven market and businesses now have to move quickly with both processes and offers, as candidates are now getting multiple offers and are naturally drawn to a business that makes them feel valued.

What I have learnt from my journey

My journey over the last few years from focusing on senior HR appointments, moving into my general executive search has been challenging, but incredibly rewarding and enjoyable. My clients have become friends and a strong relationship means we make a great team professionally.

I have learnt that I don’t need to be an expert in a particular industry to still do a great job at appointing a senior executive.

I have found that actively listening, being curious and really understanding the size, scope and vision of business allows me to be clear and honest with potential candidates. I like to think of re:find as an extension of our clients business and want them to feel we are all working together. By using my transferable skills in executive search, relationship building and understanding people and businesses, I am able to find the right people and do a great job for my clients.

 

Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch carl@refind.co.uk.

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How to Prepare for a Senior Leadership Interview

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Preparing for a senior leadership interview is pivotal if you’ve ever aspired to climb the corporate ladder and secure a senior leadership role. You’ll know that the journey isn’t just about meeting the qualifications on paper. It also involves acing the interview that can make or break your career. The process of preparing for a senior leadership role interview requires meticulous planning, self-assessment, and a clear understanding of what’s expected from you in such a high-stakes situation. In this blog, we’ll delve into the intricacies of interview preparation, offering guidance on how to excel and secure your dream leadership position.

The Importance of Preparation for a Leadership Interview

Why Preparation Helps

A key part of the preparation process is understanding why it’s so crucial. Adequate preparation not only boosts your confidence but also demonstrates your commitment to the role. When you enter the interview room well-prepared, you send a clear message to the interviewers that you’re serious about the position and have the skills necessary to excel in it.

Internalise the Job Description

One of the first steps in your interview preparation journey is to thoroughly understand the job description. Ensure that you can align your skills, experience, and personal attributes with the specific requirements of the role. By doing so, you’ll be better equipped to showcase how you are the perfect fit for the job.

Research the Company

Studying the company’s history, culture, and recent achievements is another vital aspect of preparation. Demonstrating knowledge about the company and its values will highlight your genuine interest and commitment.

How to Prepare for a Leadership Interview

Now that you understand the importance of preparation, let’s move on to the “how.” Effective preparation for a senior leadership role interview involves several key steps:

  • Self-Reflection

Before diving into the interview preparation process, take a moment to reflect on your career journey and your personal leadership style. What are your strengths, weaknesses, and values? Understanding yourself is essential to articulating your unique leadership approach during the interview.

  • Set Clear Objectives

Define your goals for the interview. What impression do you want to leave on the interviewers? What key points do you want to emphasise? Setting clear objectives will help you stay focused during the interview.

  • Practice, Practice, Practice

One of the most effective ways to prepare is by practicing your responses to potential interview questions. Seek out a trusted friend or colleague who can conduct a mock interview, providing you with valuable feedback.

  • Dress the Part

Don’t underestimate the power of appearance. Ensure you dress professionally and appropriately for the position you’re interviewing for. First impressions matter, and dressing the part is a step toward making a strong initial impact.

Ways of Preparing

While there are several ways to prepare for a senior leadership role interview, it’s essential to choose the methods that work best for you. Here are some common approaches:

  • Online Resources

Numerous online resources offer valuable insights into interview preparation. Websites like Indeed, LinkedIn, and Glassdoor provide information on common leadership interview questions and tips on how to answer them.

  • Books

Consider reading books on leadership and interview techniques. “The Art of Possibility” by Rosamund Stone Zander and Benjamin Zander and “Leaders Eat Last” by Simon Sinek are great options to expand your leadership knowledge.

If you’re seeking personalised guidance, you might benefit from hiring a professional interview coach. They can provide targeted feedback and help you refine your interview skills.

Examples of Leadership Interview Questions

In any interview, you should be prepared to answer a variety of questions. For a senior leadership role interview, questions may revolve around your experience, leadership style, and decision-making abilities. Here are some common examples:

  1. Tell us about your leadership experience.
  2. How do you handle conflict within your team?
  3. Describe a challenging decision you’ve made and its outcome?
  4. What is your vision for the company, and how will you implement it?

It’s essential to anticipate these questions and formulate thoughtful, concise responses that highlight your qualifications and suitability for the role.

How to Give the Best Answers in a Leadership Interview

Nailing the interview isn’t just about what questions you’re asked; it’s also about how you answer them. Here are some tips for providing the best responses:

STAR Method

When answering behavioral questions, consider using the STAR method:

  • Situation: Describe the context or situation.
  • Task: Explain the specific task or challenge you faced.
  • Action: Describe the actions you took.
  • Result: Share the outcomes and results of your actions.

This structured approach helps you provide comprehensive answers.

  • Be Specific

Use concrete examples from your past experiences to support your claims. Specifics make your answers more convincing and memorable.

  • Stay Positive

Even when discussing challenges or failures, maintain a positive tone. Emphasise what you learned from those experiences and how they’ve made you a stronger leader.

What If You Struggle with Questions?

Interviews can be nerve-wracking, and it’s not uncommon to struggle with certain questions. Here’s what to do if you find yourself stumped:

  • Pause and Think

Don’t rush to answer a question. Take a moment to collect your thoughts and structure your response. A brief pause is much better than an incomplete or unclear answer.

  • Seek Clarification

If you don’t fully understand a question, don’t hesitate to ask for clarification. It’s better to ensure you’re answering the right question than to give an off-topic response.

  • Practice Active Listening

Active listening during the interview is crucial. Make sure you fully understand the question before you respond. If you’re unsure, repeat the question or ask for confirmation.

How to Stand Out

To stand out in a senior leadership role interview, you need to leave a lasting impression. Here are some strategies to help you shine:

  • Share Unique Insights

Offer fresh, original perspectives on industry trends, challenges, and opportunities. Interviewers appreciate candidates who bring innovative ideas to the table.

  • Emphasise Cultural Fit

Highlight your alignment with the company’s culture and values. Showcase your ability to seamlessly integrate into the existing team.

  • Showcase Emotional Intelligence

Demonstrate your emotional intelligence by showing empathy, self-awareness, and the ability to build strong relationships. These soft skills are highly valued in leadership positions.

Tips for Success

Achieving success in interviews involves a combination of factors. Here are some additional tips to ensure you make the most of your opportunity:

  • Confidence and Humility

Strike a balance between confidence and humility. You should exude confidence in your abilities while remaining open to learning and collaboration.

  • Elevator Pitch

Prepare a concise and compelling elevator pitch that highlights your strengths, values, and what sets you apart as a leader.

  • Ask Questions

Towards the end of the interview, be prepared to ask insightful questions about the role and the company. This shows your genuine interest and engagement.

  • Staying Calm Under Pressure

Maintaining composure during a senior leadership role interview can be challenging. Here’s how to stay calm under pressure:

  • Practice Relaxation Techniques

Before the interview, engage in relaxation techniques like deep breathing and visualisation to calm your nerves.

  • Mindfulness

Practice mindfulness to stay present during the interview. Focus on the questions and your responses without getting overwhelmed by anxiety.

Positive Self-Talk

Replace negative self-talk with positive affirmations. Remind yourself of your qualifications and your value to the organisation.

Correcting Errors or Answers in a Leadership Interview

If you make a mistake or feel you could have answered a question better, don’t be afraid to correct it:

  • Acknowledge the Mistake

If you recognise an error in your response, acknowledge it and clarify your intended answer.

  • Maintain Confidence

Correcting an answer doesn’t have to diminish your confidence. It can actually demonstrate your commitment to providing accurate and well-thought-out responses.

View any errors as learning opportunities. Use them to refine your interview skills and improve for future interviews.

In conclusion, preparing for a senior leadership role interview is a multi-faceted process that demands dedication and self-reflection. By understanding the importance of preparation, learning how to prepare effectively, and mastering the art of answering interview questions, you can increase your chances of securing your desired leadership position. Remember, success in interviews is not just about showcasing your qualifications but also about demonstrating your leadership potential and your ability to thrive in a senior role. With these tips and strategies, you can confidently embark on your journey to becoming a senior leader in your organisation. Good luck!

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Have we lost the work-life balance?

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Work-life balance, we talk about it all the time. It’s so important to make sure you have a balance between your work and home life – we’re big advocates of it here. The last year has turned everything upside down and we’ve been at home permanently, so it has made the topic even more important and more widely discussed. Is work-life balance even a ‘thing’ anymore or have we progressed into something more fluid?

There are many factors to be considered when addressing the work-life balance argument – for me, they all centre around technology. Technology has allowed us to change the once rigid working environment – with a set place of work and working hours – to be much more fluid and relaxed. This advancement allows for far greater flexibility, but can add extra challenges for keeping the structure in place between your work and social life.

Remote working

Remote working allows us to work from anywhere, not just in the office. At home, on a train, in another office, even abroad. In most cases, all you need is your laptop and phone and Wi-Fi connection and you’re away. This flexible working allows employees to work in different places, where they may feel happier, more productive or more creative. It means they are able to work while they travel to a social event or go away for some peace and quiet, without taking holiday. Allowing work and life to intertwine can lead to a much happier, healthier and more productive team.

Flexitime

Flexitime gives employees the freedom to choose their hours to fit around their other commitments outside of work. This blurs the lines, but in my opinion in a positive way – you can work around dropping off your kids, having a personal appointment or event meeting friends. You do not need to sacrifice your work or your personal commitments – you still do your hours and get your work done but can also do the things in your personal life that are important.

Technology

Mobile phones and laptops are great because you can take them easily wherever you go, to work remotely. But this often comes with its own problems – if you use the same laptop or phone for both personal use and for work, it can be difficult to switch off. Many phones have emails and Slack and other forms of communication for work connected to them, which allows totally switching off from work almost impossible! There are solutions though – whether it’s keeping a separate phone for work or turning off notifications for certain apps, you can still maintain healthy barriers. Turning your phone to ‘do not distrub’ mode at times also helps to switch off – whether it is to concentrate on a project for work or to do something personal, it’s good to have some quiet time to concentrate.

Blurred lines

All these technological factors blur the lines between your work life and your home life. But is it necessarily a bad thing? In my opinion, the freedom and flexibility businesses and employees now have, to work where and when they want, is brilliant. And, although the factors blur the lines so work can creep into your home life, it also means your home life can merge into work-life too – you are able to juggle other responsibilities around work, rather than following a strict 9-5 Monday – Friday in the office. Less need to sacrifice things, including our own health. Having said that, it is still really important to make sure you keep a balance and sometimes – press the off button, to successfully manage stress in the workplace.

If you need some practical tips to help you, here are 6 tips for a better work-life balance.

Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch carl@refind.co.uk.

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HR Focus on Resilience in Business

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In our fast, changing business spaces, Resilience in Business has emerged as the building block of a successful business. What does it truly mean for a business to be resilient? And how does HR play a pivotal role in creating such a business? Let’s delve in.

Understanding Resilience in the Workplace

At its essence, Resilience in Business refers to a company’s ability to cope, adapt to, and recover from challenges, be they economic downturns, technology issues, or even a global crisis.

If we think about it like this:

For employees, resilience means they can continue during the tough times, adapt to change, and emerge stronger and have new skills and information. But, for a business, it means to sustain, grow, and have long-term success.

Why is Resilience in Business Needed Now More Than Ever?

  • Rapid Technological Changes: We live in a world where technological changes can render a business model unfit – overnight!
  • Economic Uncertainties: From global recessions to localised economic challenges, a business needs to be prepared to weather any storm.
  • Global Crises: The COVID-19 pandemic shows the importance of resilience

Benefits of a Resilient Business

  1. Sustained Business Growth: To start with, resilient companies will ride the waves during tough times, and, consequently, they demonstrate that their business continues uninterrupted.
  2. Improved Employee Morale: It’s evident that a culture of resilience fosters positivity, especially when the going gets tough.
  3. Greater Competitive Advantage: For instance, when competitors are struggling, resilient companies can subsequently capitalise on opportunities.
  4. Attracting Talent: Top talents are drawn to businesses that display stability and promise, even amidst chaos.

Fostering Resilience in Business: HR at the Helm

1. Recruitment: Building from the Ground Up

  • Hiring for Resilience: HR should seek candidates that display adaptability, problem-solving skills, and a growth mindset. Tools like behavioural interviews and situational judgement tests can help.
  • Diversity and Inclusion: Diverse teams bring a range of perspectives and solutions, enhancing company resilience.
  • Cultural Fit: Employees who align with company values and culture are more likely to handle challenges in line with the company’s mission and vision.

2. Leadership: The Lighthouse in a Storm

  • Lead by Example: Leaders need to lead with resilience, showing their teams how to handle challenges with grace and determination.
  • Open Communication: Transparent dialogue fosters trust and helps teams understand and align with the company’s resilience strategies.
  • Continuous Learning: Encourage leaders to invest in their personal and professional growth. Resilient leaders are often always learning.

Ensuring Business Resilience: Key Strategies

  • Employee Well-being Programmes: A content and supported employee is more likely to show resilience. HR should provide wellness initiatives that focus on mental, physical, and emotional health.
  • Continuous Training: Equip employees with the skills needed to adapt to changing business landscapes.
  • Flexible Work Models: It is proven that flexibility will significantly enhance resilience.
  • Feedback Mechanisms: Regular feedback ensures everyone is aligned and any issues are dealt with promptly.

Conclusion

In a world of uncertainty, resilience stands as the bedrock of thriving businesses. As the guardians of organisational culture and talent, HR plays an instrumental role in weaving resilience into the fabric of companies. By focusing on resilience during recruitment and nurturing resilient leadership, HR not only secures an organisation’s present but also fortifies its future.

Remember, in the words of Hara Estroff Marano, “Resilience is not what happens to you. It’s how you react to, respond to, and recover from what happens to you.”

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

The Future of Work in the Next 10 Years?

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The world of work is always changing. Every year, new technology, changing attitudes, and global events shape the way we work. But what will the next decade bring? Let’s dive into the future of work and see what predictions we’re hearing already for the next 10 years.

1. More Remote Work

One thing we’ve learnt recently is that many jobs can be done from home. Thanks to the internet and tools like video calls, many of us can work from anywhere. Regarding the future of work in the next 10 years, experts reckon that even more of us will be working from home or from other places, not just the office.

2. Learning all the Time

With new tech and tools coming out all the time, we’ll all need to keep learning. This means that ongoing training will be a big part of most jobs. So, get ready to be a student for life as the future of work changes.

3. Well-being at Work

People are understanding more and more that happy workers do better work. Companies will focus on making sure their staff are happy, healthy, and feel good at work. This could mean more breaks, better workspaces, or even things like yoga classes.

4. Green Jobs

As we all try to look after our planet better, there’ll be more jobs in green industries in the future of work. This could be things like making clean energy, designing eco-friendly products, or helping companies be greener.

5. Robots and People Working Together

Some people worry that robots will take all the jobs. But many experts think that robots will work alongside us. This means we might work with machines, using them to help us do our jobs better.

6. Flexibility will be Key

The 9-to-5 workday might become a thing of the past. More companies will let people choose when and where they work. This is great news for people who like to work at different times or in different places.

7. More Teamwork

In the future, many of us will work in teams more often. This means we’ll need to be good at working with other people, understanding their ideas, and sharing our own.

To Wrap Up

The future of work sounds exciting, right? There’ll be challenges, of course, but also loads of new opportunities. One thing is for sure – the world of work will keep changing, and we’ll all need to be ready to change with it.

Looking for more insights into the world of work? Keep an eye on our blogs and posts for the latest news and trends.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Candidate Experience: Why it matters and how to improve it.

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The job market’s competitive landscape has taken on a fresh dynamic in the UK. With businesses vying for the crème de la crème of talent, the recruitment process has been thrust into the spotlight. At the centre of this process is a term that’s creating quite the stir: candidate experience. So, why is this experience so crucial, and how can companies refine it?

Understanding Candidate Experience

Before diving into its importance, let’s define what we mean by ‘candidate experience’. It refers to the perceptions, feelings, and reactions a job seeker has about an employer, based on their interaction from job posting to the interview process and even post-application feedback.

Why Does Candidate Experience Matter?

  1. Branding and Reputation: In an age dominated by social media and online reviews, a candidate’s poor experience can quickly become a public relations nightmare. A business’s employer brand is often shaped by past candidates’ shared experiences.
  2. Attract and Retain Quality Talent: Candidates who experience a streamlined and respectful application process will likely view the company in a favourable light. This positive perception ensures that high-calibre talent is both attracted to and retained by your organisation.
  3. Economic Impacts: A prolonged and inefficient hiring process can be costly. Furthermore, vacancies can cause operational disruptions. Enhancing the candidate experience often means a quicker hiring turnaround.

Tips to Improve the Candidate Experience

  1. Transparent Communication: Keep candidates in the loop. Whether it’s about expected response times or the next steps in the application, clear communication can set their minds at ease.
  2. User-friendly Application Platforms: Nothing deters a potential candidate faster than a cumbersome application system. Ensure that your online platforms are intuitive, mobile-friendly, and efficient.
  3. Prompt Feedback: Candidates appreciate timely feedback, even if it’s negative. It shows respect for the time and effort they’ve invested in the application.
  4. Set Clear Expectations: From the job advert to the interview process, clarity about what’s expected helps candidates feel at ease and allows them to better showcase their strengths.
  5. Humanise the Process: Remember, candidates are humans, not just CVs. Whether it’s through personable emails or a friendly interview atmosphere, make them feel valued.
  6. Consistent Experience for All: Whether you’re hiring for an entry-level position or a top executive role, the process’s consistency ensures fairness and keeps biases at bay.

The Long Game

Improving the candidate experience isn’t just a one-off effort. It’s an ongoing strategy that evolves as the job market and candidate expectations change. Businesses should periodically review and tweak their recruitment processes to ensure they’re offering an experience that resonates with current job seekers.

In Conclusion

In the hustle and bustle of the UK’s competitive job market, the candidate experience is a game-changer. It’s more than just an HR trend; it’s the foundation for a robust recruitment strategy. By focusing on the candidate’s journey and experience, businesses can not only find the right fit faster but also promote a company culture that values each individual, right from the first interaction.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

 

A Journey into the World of HR Leadership

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A Journey into the World of HR Leadership. Welcome to the dynamic realm of Human Resources (HR) leadership!

Every day brings new challenges. Every day brings new opportunities. And every day beings the chance to make a positive impact on an organisation’s most valuable asset – its people.

In this blog, we’ll delve into the life of a HR leader. We’ll be exploring the challenges they face and the benefits they reap. And, the techniques and strategies that help them navigate the complex landscape of human capital management.

The Role of a HR Leader

Being at the helm of HR leadership is no small feat. It involves juggling multiple responsibilities, from talent acquisition and employee relations to performance management and strategic planning. A HR leader is the linchpin that holds the workforce together. They ensure a harmonious blend of individual growth and organisational success.

A HR leader is responsible for managing the employee life cycle, which includes recruiting, hiring, onboarding, training, and firing employees, as well as administering employee benefits. They are also responsible for planning, coordinating, and evaluating the various services, policies, and programs of an organisation’s HR department.

HR leaders act as mediators between upper management and employees and champion causes on behalf of employees. They promote awareness and guide all levels of the organisation through change and transition periods. HR leaders also coach managers and employees on company culture and better methods of coexisting and working together.

In addition, HR leaders must constantly redefine the talent acquisition process and connect human capital decisions with business strategy.

The Crucial Role of HR Leadership in Organisational Success and the Challenges

HR leaders play a pivotal role in driving the success of an organisation. They own key aspects such as talent acquisition, employee engagement, and fostering a positive workplace culture.

While the HR leadership role is rewarding, it comes with its fair share of challenges. From managing workplace conflicts to adapting to ever-evolving employment laws, HR leaders need to be adept at handling a myriad of issues.

HR leaders often encounter challenges every day. They need resilience and adaptability, and there are strategies for overcoming these challenges.

Benefits of HR Leadership

Despite the challenges, there are numerous benefits to being an HR leader. There are positive aspects of the role, including personal satisfaction, career growth, and the opportunity to shape the future of the organisation through its people.

Making a difference in employees’ lives can be one of the most gratifying aspects of the role. And, the professional growth opportunities that come with navigating the complex HR landscape can be great too!

Techniques for Effective HR Leadership

Success in HR leadership requires more than just problem-solving skills. It demands a strategic mindset, effective communication, and the ability to build strong relationships with employees at all levels of the organisation.

There are many practical techniques that HR leaders can employ to excel in their roles. From fostering open communication to implementing data-driven decision-making.

The HR landscape is ever-evolving, and effective leaders need to stay ahead of the curve by anticipating and addressing changes in the workforce, technology, and global business environment.

Conclusion:

In conclusion, being an HR leader is a multifaceted journey filled with challenges, rewards, and the opportunity to shape the future of both individuals and organisations. By understanding the crucial role of HR leadership, acknowledging and addressing challenges, and adopting effective techniques and strategies, HR leaders can not only survive but thrive in this dynamic field. Whether you’re an aspiring HR leader or someone interested in gaining insights into the world of human resources, this blog has provided a glimpse into the intricacies of HR leadership in the UK.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.