Pia Costea Selzer-Plon

Influencing is a massively underrated skill for managers. Here, Liv Blaney QAVS from our London office, gives some quick tips on how you might be able to persuade and influence with more impact in the workplace. You never know... It might also help you get what you want on your 4th of July BBQ! #executivecoaching #talentdevelopment #influencing #leadership #hatwell

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"Another re-org!?!" Typically, re-org's create uncertainty, stall a business in the short term and cause deep cultural issues like lack of trust. 3 organizational design principles that can help make a significant leap forward, with some quick wins and positive momentum: 1.  Share the vision - give people the inspiration to change. 2. Start with mindset - focus on a ONE TEAM mentality ("we're in this together"), with one way of working, role modelled from the top down 3.  Enable the primary behaviors - dock the change to a fundamental business process, ideally one that relies on cross-functional collaboration We're helping so many of our clients to enable positive, sustainable change. If you're about to go through a re-org and want to learn about the watchouts and enablers, please let us know. #goodgrowth #organziationalchange #organizationalcapability

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I was belatedly reading the Heidrick & Struggles annual Board Monitor. For those of us who hold #NonExecutiveDirector roles, this is well worth a read (even the exec summary). https://lnkd.in/e7aNEwmR The authors posed six questions: 1. Who is influencing the board agenda today (happy with that)? 2. Where does the board spend its time (are those the right places)? 3. How are boards addressing the widening risk environment? 4. Are boards more operationally involved? 5. How should boards engage with the workforce? 6. How are boards thinking about diversity? For me the bits that jumped out were: a. Influence were CEO/Leadership, Regulators, Broader workforce, Consumers then the rest. Interesting the impact of regulators on driving board content. b. Time spent increase -Emerging tech/Ai, Sustainability, Geopolitical volatility, Organisational culture, financial performance/risk - then the rest. c. Widening risk split into external and external - for internal understanding board risks was first, interestingly second was understanding how the management team manage these risks. For external, hearing from experts on potential areas of risk d. Operational involvement - majority said yes boards were more operationally involved and the reasons where wanting to learn more, board member specialist knowledge and board not fully trusting the exec team to get things done (rather concerningly) e. There was a strong sense the boards should engage with the workforce beyond the immediate senior team. d. Diversity - the majority of FTSE 350 boards have already hit the 40% female target, the ethnicity study suggests that the proportion of white board members remains the same and the the diversity across the remaining 22% has become marginally more varied. Overall, these trends are inline with what I see, though the extent to which regulators drive the board agenda was a surprise, as was the proportion of broad members saying they didn't fully trust their exec teams on trust. The Operational involvement is, I think both a push and pull factor. Employees seem to want to see more visibility from the board and boards, want to be more seen. #Boards #Governance #CorporateGoverance #ESG #Risk #Sustainability #Diversity

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👇When the Mismanagerial Class Destroys Great Companies. Thank you Denis Thornton for posting this very interesting article, which references many well known companies. Two quotes from the article: ➡️…..the phenomenon of executives, board members, and investors treating a company not like a single, fragile organization of human beings, but like a grab-bag of different assets that can be rearranged or traded out until the sum of their financial figures adds up favorably—like an investment portfolio. The company becomes not the organization itself, but the financial product wrapped around it. ➡️ …..the problem seems to stem from a particular way of thinking about what a company even is, what its goals are, and what measures are or are not appropriate to achieve those goals. When this happens, the difficult and holistic question of creating value in the first place—a question unique for every company—simply goes unaddressed. #leadership

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WHO DO YOU TRUST IN BUSINESS? The last few months have been an intense interrogation of the notion of trust in business between Quinn Stainfield-Bruce, Axel Ferreyrolles and I: How to create and sustain the environment for honesty in business, so trust can emerge as a robust, lived value, not evangelised and then enforced or betrayed with the flash of a corporate blade. While the models and vernacular of trust in business have evolved: Leadership, allyship, followership… …Whether within your organisation, across a supply chain, or with your consumers, it feels like trust is in peril, as business pursues performance at all cost. Is it any wonder Gallup’s State of the Global Workplace indicates 90% of uk employees are disengaging and quiet quitting. As Simon Sinek proposes - referencing the Navy Seals’ focus on trust as the engine of performance - we must protect it at all cost. Humanness #trust #businessperformance #corporateculture

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Today is International Stress Awareness Day 🧘‍♀️ In the whirlwind of organisational change, stress can be a constant companion. But it doesn't have to be. 3 strategies for managing stress during transitions: 1️⃣ Embrace clear communication 2️⃣ Foster a support network 3️⃣ Be in the moment and focus on one thing at a time. At Kinetik, we believe in change that empowers, not overwhelms. What's your go-to stress-buster during times of change? Share your wisdom! #StressAwarenessDay #ChangeManagement #WorkplaceWellness #Kinetik

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How to ensure that every person recruited at your organisation is a ten out of ten. https://lnkd.in/e3pDkU2T

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Retailers continue to face economic pressures and annual staff turnover is as high as 57.3%. We are sharing some recommended actions retailers can take to protect themselves against current and future challenges the latest of our Retail Insights series. 

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Employee burnout prevention is a key priority for leaders and business owners, even more prominent in the current climate of economic pressure. Discover how Nilaya positions itself in addressing the issue through an innovative suite of personalised solutions.

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Where have all the #CMO’s and #Marketing Directors gone? #CIM? Those financially literate, evidence and research driven champions of the customer who draw organisations together around a purpose and vision. The engine divers of continuous improvement and high performance. My heart sinks at the overwhelming trend with modern “immediately after graduation leaders “ to rely on “silver bullet promoters” as an excuse for marketing and “FP&A” as the excuse for business planning. It’s like putting the police in charge of government. Thankfully there are still around a thousand great companies globally, who dominate their markets over the long term, training a few tens of thousands of future leaders through product management and the “great company way” of living by true Integrated Business Planning and Analysis, usually led by strategic marketers, that aligns tens of thousands of colleagues behind the same customer oriented goals, each knowing how they make their difference.

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I often ask leaders how they expect to achieve their strategy. They often don't have a systematic way of translating missions and goals into prioritisable work that people understand. It was great to hear Rhiannon Gaskell, Paul Hughes, and Scott Rogers from Culture Amp discuss how they share a living Product Roadmap that reflects their plans to achieve their mission. #agileaus24

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There is nothing more important for a business than team work at the top. Aligning leadership teams is crucial to success in today's complex business environment. Explore how top executive teams can foster better collaboration, overcome internal rivalries and drive cohesive decision-making.

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How important is it for a leader to be visible? And who really needs to see you? It is vital for leaders to balance their visibility internally and externally. Business leaders are often seen at conferences, awards dinners, or even being interviewed on the news. A high profile often suggests that these are the movers and the shakers in the sector. But when is this visibility of benefit to organisations and when is it more about vanity and building a personal brand? The answer lies in the external trading environment and the specific stages that a leader chooses to grace. There are several external benefits that can be gained by a leader becoming more visible: 1.     Promote both the industry/sector and the specific business, increasing awareness and engagement. In this case it is crucial to understand the audience at external events and whether you are speaking to sector peers or customers as the message will be different. Remember the importance of the journey from Know to Like to Buy. 2.     Position the business as a thought leader and innovator. Again, the audience here is key both in terms of message and effective impact. And then potentially, 3.     Influence policy and legislation by becoming the “voice of the sector” A high-profile leader can be an enormous benefit to a business, opening doors and promoting it’s offer. There are also internal benefits from such external visibility which I will cover next week. However, it can become problematic when it is more about the individual than the organisation that they represent. Additionally, every business needs to see their leader within the organisation. You can’t lead and be absent. It follows that every business leader must balance the time spent within the organisation and externally. But it is not just about time. It is vital that leaders are both visible and accessible to their people. If you want to know more about how to deal with this issue either click here: https://lnkd.in/eGeXpaa2 or follow me to see my post next week. #strategy #success #achieve #clarity #ceo #ceos #ceomindset

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As a leader, regularly evaluating your team model is crucial to ensuring your team is performing at its best. But where do you start? And how do you know what’s working and what’s not? https://lnkd.in/e-cSiGEi here's your guide to optimising performance. #growthidea #creatingbetterrealities #teammodel #teamperformance

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In less than a year Veeva will have separated from Salesforce and be operating independently on its proprietary Veeva Vault CRM platform. This decision impacts a huge proportion of the Life Sciences 🔬 industry who will need to migrate in the coming months. However, this change provides not only a challenge but also an OPPORTUNITY 🎯 within the industry. Organisations will need to review but can also choose to REIMAGINE their CRM processes and GO TO MARKET approach to better serve their customers. Pop me a message if you want to discuss how to approach your customer transformation roadmap 🛣 If you want to hear about how to increase your chances of success 🌟 when embarking on a transformation journey then download Muuto Consulting's article from the post below! #CustomerTransformation #CRMMigration #TransformationSuccess #OrganisationalTransformation

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🚀 Excited to share my interview with Consultancy Middle East 🚀 This service is particularly close to my heart because it reflects HEED with might and main deep commitment to delivering actionable insights and strategic value to our clients. The GrowthXpert Assessment is more than just a diagnostic tool; it’s a catalyst for tangible growth and success. I’d love to hear your thoughts after you read the interview. What challenges are you facing in your growth journey? How do you see tools like GrowthXpert helping businesses navigate the complex market dynamics we’re experiencing today?

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I find it strange to read that leaders think there is a start and finish date in transformation. Change is constant this has to be built into the culture of an organisation. There are projects to improve process or outcomes, these need full focus of leadership.

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Are you prepared for the future of work? Last week I attended the Work/24 Virtual Summit on the Future of Work - it delivered key insights into our evolving business landscape. Here’s is what I took away: 1) Leadership in Changing Times: Important discussions on leadership and diversity emphasised the need for tackling power dynamics to foster meaningful organisational change. 2) AI and Workforce Dynamics: Explorations into AI's role in enhancing job quality and equity. 3) Empathetic Organisational Culture: Insights on embedding empathy into company culture to combat burnout and improve employee engagement were particularly enlightening. 4) Generative AI in Practice: Learning more about further applications of generative AI for boosting productivity and innovation. I'm exploring new opportunities to bring these strategies to organisations. Happy to connect or discuss if you're looking to transform your business and get delivery right. #FutureOfWork #BusinessTransformation #AI #Leadership

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