Michael Baker International’s Post

The team at Bell Oaks Executive Search is excited to announce our partnership with Mercuri Urval, a leading global Executive Search and Advisory firm. This alliance will enhance Bell Oaks’ global reach while strengthening Mercuri Urval’s presence in the United States. For more than 50 years, we have been committed to serving our clients to recruit the best leadership talent for their organizations. Our partnership with Mercuri Urval addresses a request we consistently hear from our clients; to provide our recruiting services beyond North America. We are excited for this next chapter of the Bell Oaks story! More details on our cooperation with Mercuri Urval are in the comment section. #executivesearch #partnership #recruiting #executiverecruiting

PROJECT 2025 PLAYBOOK: Mandate for Leadership: The Conservative Promise || PDF: Https://https://lnkd.in/gJ-zGRRN The 2025 Presidential Transition Project paves the way for an effective conservative Administration based on four pillars: a policy agenda, Presidential Personnel Database, Presidential Administration Academy, and playbook for the first 180 days of the next Administration. This is the goal of the 2025 Presidential Transition Project. The project will build on four pillars that will, collectively, pave the way for an effective conservative Administration.

Core Principles: Guiding Lights in a Complex Landscape "At the heart of Moran's success lies a steadfast commitment to unraveling the complexities of the policymaking process for business leaders. WIth Washington, D.C., functioning on a rhythm unique to its own, Moran has mastered the art of navigating its sequences - turning the opaque into the obvious. His approach is rooted in education and alignment, ensuring that every move is strategically aimed at connecting the dots between industry capabilities and government goals. It's this deep-seated belief in clarity and strategic alignment that shapes Moran's decision-making and cements his role as a pivotal figure in funding and policy advisory." - The Executive Lens #defenseindustry #defensecontracting #lobbying #govcon

I attended this session, and Bob Kramer highlighted crucial points. Senior Living organizations and their boards need to embrace novel CEO characteristics instead of maintaining the status quo. Fostering an innovative culture begins with empowering staff to think big, supporting their autonomy, and trusting their expertise, rather than solely relying on the CEO to lead the charge.

Construction success isn't achieved through magic pills or one-size-fits-all strategies. At Brien Contracting, we firmly believe that success flows from the collaborative values shared by us and our teams. As General, our leadership both on and off-site is central to this success. Setting our organizational core values was a crucial step for us, a process streamlined with the help of EOS. Despite having over 40 years of combined leadership experience Sheley Brien and I, defining these values wasn't just about clarity for us; it was about embodying them. While building our internal team and external subcontractor teams, our values serve as our guidepost. It's a straightforward process when standards are clear. Those ready to grow with us find a shared journey, and, inevitably, those misaligned gracefully step aside. Curious about our core values? Check them out here: https://lnkd.in/gHA9RKSS Brien Contracting Building Businesses #contractor #commercialconstruction #constructioncompany

The Total Place programme pilots may have ended, but the invaluable lessons learned are more relevant now than ever. Now is the time for local leaders to have the courage of their convictions and try new models of place-based, community-driven reform that prioritises the person not the service. In our recent webinar, Rob Whiteman CBE and Prof. Donna Hall, alongside Andrew Laird, shed light on the Total Place programme and its implications for future public service reform. They emphasised the transformative potential of early help and investing in preventative services. The future of service delivery hinges on embracing a Radical Place Leadership approach that empowers communities and places individuals at the heart. It's about creating a more responsive and effective system that truly serves the needs of the people. You can hear our expert panel’s full discussion, including their thoughts on how to accelerate the lessons from the pilot, on our website: https://bit.ly/3KVELfI #PublicServiceReform #CommunityEngagement #PublicService #LocalAuthority #PublicSector #LocalGov #LocalGovernment #Partnership

Passing the torch in your business to a "child" or employee is fraught with unspoken expectations and assumptions. Today Cher discusses the areas of passing the torch that you need to confront to create the best result for your successor and the sustainability of the business (as well as understanding the financial rewards and tax implications for both of you). Transitioning in advance of your exit takes time, communication (facilitated communication can make this much more comfortable), and intention but allows for a smooth adjustment and fewer surprises.

What does it take to lead a top-level professional services organisation? What are the challenges of international expansion? What makes it work into the future? These were some of the questions put to Ross Donaldson, the former MD and Global Executive Chairman of Woods Bagot architects. Ross led a conversation for Band of Leaders Australia (BOLA) Prime members and guests entitled What Makes It Work?, at the group’s monthly meeting on Friday 19 July at Casa Nostra in Osborne Park. (Ross 2nd right with David Blythe-Wood, Arnold Stroobach, George Koutroulos.) BOLA is a peer membership group for business owners and chief executives. We seek to take our members beyond achievement to success—the essence of leadership. Inviting Guest Conversations is a key activity in our group meeting. From 2006 Ross was CEO and Chairman of Woods Bagot, Australia’s largest and only global architectural practice. Woods Bagot grew under Ross’s leadership, from a mid-size Australian practice to be the world’s 6th largest in 2015 and named equal 7th as the ‘most admired firm’, judged amongst its peers in a World Architecture survey in 2016. In an in-depth conversation Ross said that to lead a top level professional services organisation it had taken the recruitment of young, enthusiastic and fearless practitioners along with the introduction of knowledge-driven design. This concept was based on how any given space was to be used and was articulated, documented and published–becoming central to their practice, marketing and recruitment efforts. Knowing how buildings perform was their central concept, and this became very powerful for designers and clients alike. In the 9 years following 2006 Woods Bagot’s turnover increased 600% and their staffing from 300 to 800. A crucial part of this growth was the improvement in productivity by 240%. Continue reading on about 'What Makes it Work' by Jeff Bell - https://lnkd.in/gJhSrkhQ #leadership #leaders #perth

Industry research estimates that over 500,000 construction management roles will need to be filled within the next 10 years as infrastructure and development projects surge globally (Smith, 2021). This pending leadership gap signals urgency around recruitment and training initiatives for top firms hoping to remain competitive. #workforcedevelopment Smith, A.J. (2021). Labor market analysis of construction leadership gaps. Journal of Property Management, 73(5), 15-23.