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Undertaking a capability and development assessment for a suite of employees is a great way of benchmarking a leadership group and gaining business critical insights as to where talent gaps and career development opportunities may exist. But there is an additional cultural component generated which is just as advantageous.

As we look back on 2021 and accept the reality that the lingering COVID pandemic continues to challenge us socially, psychologically and in the workplace, many organisations are pondering the medium-to-longer term effects of periodic lockdowns, extensive remote working, and the consequential lack of real, face-to-face contact between staff.

When borders were closing in March 2020 and the movement of people started to be restricted, the expectation was that board and executive recruitment would be severely curtailed. There was a hiatus in some areas, but it was temporary. Over the past 18 months, the search for board and executive talent and executive appointments have continued apace. But there have been a number of differences, both from employer and candidate perspectives.

Striking the right balance between working from home and the office will differ by sector but is one of the greatest challenges leaders confront and our challenge as leaders is to determine how we will lead our organisations and navigate a course to what life will be like post-lockdown.

It is no surprise that these organisations regularly use the services of search and recruitment firms to identify suitable senior executives, which gives us rare insight into trends emerging in this area.

Gaining and sustaining the necessary range of expertise on an eight to 10- person board can be like solving a Rubik’s cube. There are many different demands for industry, executive and functional experience, strategic focus and knowledge of markets, and digital savvy.Knowing where to start and focus can be a challenge, say Mark Lelliott and Dr Marianne Broadbent FAICD from leadership advisory NGS Global.

Over the past two to three years, we have seen much greater movement of executive across sectors: from the private to the public sector, from the public sector to the education sector, public sector into the private sector, and private sector executives into key non-for-profit executive roles.

The consensus is that Australia is emerging from the first phase of the pandemic with some scars but broadly in good shape. This is very much the case in markets where, when infections started to accelerate, governments put the brakes on hard and swiftly. This was the case in Australia, New Zealand, Germany, Denmark, and the UAE.

How is the New York (NY) corporate world coping with COVID 19? According to my NGS NY colleague, the city is hardly recognisable and not for reasons you expect.

In these pandemic times, there are plenty of economic projections and formal reports about what industries will and won’t do well this year.

In this webinar global thought leader and co-founder of the Potentialife Leadership Program Dr Tal Ben-Shahar provide

Priorities depend on where you are in COVID 19 cycle