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THE BEAM // Winter 2018


Leaders who translate vision into action

The new year often brings a focus on goals and aspirations, and for most companies this means even more energy and attention spent on strategy. As leadership consultants and search professionals, we regularly hear stories about organizations with compelling visions that never overcome the hurdle of execution. The reasons assigned for failure are diverse but often fall under the category of “leadership.”

Leaders are expected to achieve goals by moving their teams in a particular, coherent direction, and that means providing clarity to everyone in the organization about how to behave differently or take action. In an article recently published in the Harvard Business Review, business professor and author, Freek Vermeulen, describes how to ensure your strategies provide a coherent framework for making decisions. The best leaders understand that and build strategies that align organizations.

While we agree with Vermeulen’s thesis, we’ve found the ability to translate a vision into an actionable strategy to be a rather unique skill among executives. Though simple in theory, finding leaders who can craft a vision and successfully implement strategies is a more difficult challenge. Whether vetting a c-level executive, considering an internal candidate for promotion or interviewing potential consultants to support your organization, it’s crucial to dig into both aspects of strategic aptitude when assessing leadership talent.

Traditional chronological interviews are rarely enough to provide insight into these capabilities. At LymanDoran, we believe strongly in behavioral interviewing and partner with our clients to craft questions that fully explore a leader’s ability to drive strategy. As you work toward your 2018 goals, let us know if we can help you identify the right leadership to make your strategies a reality.


Why your employment brand strategy should start with recruitment

The idea that companies should invest in their employment brand isn’t new – in fact it has been around since the mid-1990s. Over time, however, the ways in which companies have invested in their employment brands has evolved and the amount of time and attention that has been given to them has fluctuated.

With the growing competition for talent, we’ve seen many organizations put a renewed focus around strengthening their employment brands through both external and internal initiatives. While both marketing and corporate culture play a large role in shaping the employment brand, as recruiters, we would argue that one of the most significant branding opportunities is the candidate experience.

In the attached article, we share insights into what our experience has shown to be the three most impactful elements of delivering a positive candidate experience.

Reshaping our processes with inclusion in mind

For the past two years, LymanDoran has publicly shared the work we’re doing as a team to further equity and inclusion in our Firm, in support of our client organizations and in our community. It is in that spirit we have created an Active Searches section on our website which details the positions for which we are currently recruiting.

As search consultants, we are in the unique position to help reduce gender and racial disparities in executive positions through the search process. While targeting passive candidates remains key to our process and the value we provide clients, posting the role and leveraging social media lengthens our reach and enhances our ability to market the opportunity with diverse networks.

We believe layering this channel on top of our already robust processes will ultimately add value to our clients and support an inclusive hiring process.

Visit our website to see what searches we’re working on or to read more about our equity and inclusion journey.