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RETHINKING PRODUCTIVITY

Wed, 15 Apr 2026 03:17:37 GMT

Australia's productivity growth has hit a decades-long low, and the pressure is on organisations to rethink how they operate. In this thought leadership piece, SHK Managing Director Tim Morden explores why productivity isn't just an economic challenge – it's a leadership one. From redesigning operating models and leveraging AI, to building internal talent pipelines and using interim executives strategically, Tim outlines six key approaches organisations are taking to drive sustainable performance. The core message is clear: technology can deliver efficiency, but only strong leadership and culture can turn that efficiency into lasting results.

Read the full article to explore what this means for your organisation.

Rethinking productivity

PANORAMA GLOBAL SURVEY 2025

Wed, 15 Apr 2026 03:17:35 GMT

Widening the governance lens: a new horizon for family businesses

Family businesses generate an estimated 70–80% of global GDP and employ 60% of the global workforce, yet many continue to grapple with governance structures that may not be fit for future challenges. Panorama's 2025 Global Survey, which gathered insights from 110 senior leaders across India, the UK, Europe, North America, and Latin America, takes an in-depth look at the state of governance, board development, and succession planning across family-owned organisations worldwide.

The research reveals that while 89% of respondents have some form of formal governance in place, 63% believe they are only partially prepared for the future. Key themes include the growing pressure to professionalise leadership, the reluctance in some regions to formalise board structures, and the increasing demand for external talent at board and C-suite level. With AI and digitalisation identified as the greatest external disruptors, and generational transition flagged as a critical internal challenge, the survey makes clear that governance maturity is no longer optional – it is a defining factor in long-term resilience.

Read the full report to explore the regional differences, key takeaways, and strategic considerations that could help shape the future of your family business.

THE FUTURE OF LEADERSHIP ARTIFICIAL INTELLIGENCE AND ITS IMPACTS ON LEADERSHIP

Wed, 15 Apr 2026 03:17:28 GMT

Artificial Intelligence is reshaping the global business landscape, and leaders can no longer afford to ignore its implications. Panorama's 2024 Global Survey, Artificial Intelligence and its Impacts on Leadership, draws on insights from over 200 senior executives and non-executive directors across APAC, Europe, North America, and Latin America to explore how AI is influencing boardrooms, C-suite strategy, organisational culture, and human capital.

The report reveals that while board-level awareness of AI is growing, many organisations are still in the early stages of understanding its full strategic potential. Cybersecurity and regulatory concerns top the list of perceived risks, yet the overall sentiment towards AI leans positive, with leaders recognising its power to drive innovation, improve productivity, and enhance employee engagement.

From the C-suite perspective, AI is increasingly embedded in operational and strategic planning, particularly in sectors such as Technology, Healthcare, and Professional Services. Meanwhile, questions around ethical implementation, skills development, and workforce transition remain central challenges for leaders across all regions.

Read the full report to discover where organisations are on their AI journey, what opportunities and risks lie ahead, and what actions leaders should be taking now to ensure they are prepared for the future.

Artificial Intelligence and its impacts on Leadership

THE IMPORTANCE OF STRONG LEADERSHIP WHEN RESTRUCTURING

Wed, 27 Aug 2025 06:27:20 GMT

By Pauline Nolte

SHK Asia Pacific has recently forged a new partnership with the Institute of Executive Coaching and Leadership (IECL).

Pauline Nolte, Senior Partner and NSW/QLD Practice Lead for Outplacement and Career Management, was interviewed for an article published in IECL’s June LinkedIn Newsletter to discuss the important role leaders play during restructures and how coaching principles underpin smooth transitions.

Q: Why is leadership effectiveness so critical during a restructure?

Although supported by HR, it is typically the people leader who facilitates formal notification discussions and then guides their team through any ensuing ambiguity and uncertainty. The leader needs to leverage their relationship with and understanding of their direct reports to anticipate likely concerns and reactions and provide impacted employees with the support they need.

Q: Why is strong leadership during change so important to organisations?

Many organisations now recognise that redundancies and offboarding are pivotal aspects of the overall employee experience. In sectors facing skills shortages such as technology, construction, financial services, and mining, we're increasingly seeing the rise of the ‘boomerang workforce’, where former employees return to their previous employers. As a result, companies are placing greater emphasis on ensuring departing employees are treated with the same respect and care as during onboarding. For others, the priority is to maintain strong relationships so that former team members continue to act as brand ambassadors and trusted referral sources.

Q: How important is communication as a leadership skill?

Effective communication from leaders is absolutely vital. Organisations will often announce plans to conduct a strategic or operational review, and this gets the rumour mill grinding. As in any effective coaching conversation, the role of the leader is to deeply listen for emotions, meaning, what is not said, patterns and exceptions. The leader may not have visibility regarding the future state or process, but they can share the information they do have and commit to keeping their teams informed as information comes to hand.

Q: What can a leader do to ensure that initial consultation and follow-up meetings go smoothly?

Preparation is critical to ensuring notification discussions are conducted with clarity, respect and confidence. Drawing on SHK Asia Pacific’s experience, we recommend that leaders take the following steps in advance:

Develop a solid understanding of the business rationale for the restructure or redundancy
Familiarise themselves with all official internal communications related to the change
Prepare a clear agenda and meeting structure to guide the conversation
Be across next steps and timelines including any redeployment opportunities, expectations during the consultation or notice period, and logistical arrangements for the day of notification
Anticipate the range of potential emotional responses from employees recognising that reactions can be unpredictable and may differ from what is expected
Know when and how to offer counselling or wellbeing support services
Be ready to provide information about redeployment and/or outplacement support, where available
Understand the details of the separation package and be able to answer related questions with clarity and compassion.

Q: What common mistakes do leaders make during a notification discussion?

Leaders often fall into the trap of trying to empathise with their employee and say things like “I know how you feel …”. The reality is, they don’t know how the person feels even if one of their roles was made redundant in the past – everyone experiences situations differently.

Sometimes leaders can become defensive, and they try to persuade their employee that the decision is justified. It’s best just to stick to the facts.

Another potential pitfall is being dragged into a conversation about performance.

Q: What is the biggest criticism you hear from impacted employees regarding their former leader?

Leaders can often drop the ball during the redeployment stage. I’ve heard instances of leaders ‘ghosting’ their employees and leaving all communications to HR. One senior executive shared with me recently that an external search consultant advised him that he was not being progressed to the final stage of a selection process, rather than his manager or HR.

Leaders need to take ownership of communications right up until their team member exits the organisation. Another person I spoke with recently was heartbroken that, after 10 years with the company, no farewell email was sent to her team or broader business unit. This left her feeling undervalued, confused and demoralised.

Q: How important is it for leaders to continue to coach and support team members who are not directly affected by the changes?

Supporting and communicating with employees who remain in the organisation is a critical part of any change management process. Clear, timely communication helps reduce uncertainty and maintain trust. Leaders should openly explain the business reasons behind the redundancies, outline next steps for impacted employees - including details of redeployment or outplacement support where relevant - and share how teams can best support their departing colleagues. This communication should also cover handover plans and how remaining employees will work together to achieve team objectives with reduced resources.

Leading through change can be especially difficult when entire teams or divisions are impacted. In one recent example, a leader I worked with was managing the closure of an entire operation over a three-month period, her own role included. Although she didn’t have all the answers, she showed strength by actively listening to her team’s concerns and responding with honesty, using phrases like, “This is all I know at this time” or “I’m not yet sure what the next steps will be”.

Strong leaders draw on their coaching skills during these times. They schedule regular one-on-one check-ins with retained team members, stay visible and approachable, and provide space for informal conversations. They help their teams reorient towards the future and they look after their own wellbeing, recognising that their emotional state influences those around them.

Pauline Nolte is a Senior Partner at SHK Asia Pacific and she leads the NSW/QLD Outplacement and Career Management Practice.

OPERATIONS EXECUTIVES: TALENT STRATEGIES FOR 2024

Sun, 25 Feb 2024 12:29:29 GMT

After three years of considerable market turbulence, the employment market for senior executives in Australia appears to be returning to some sense of normality. While the market has returned to relative stability, all signs still point to 2024 being a year of persistent competition for senior leadership talent.

According to LinkedIn’s January 2024 Jobs on the Rise report, 76% of Australians are currently considering a new role. A blend of post-pandemic burnout, introspection, a desire for change, and the natural cadence of retirements continues to prompt leaders from across all industries to exit organisations at a steady pace. These departures not only contribute to a loss of valuable operational knowledge and experience but for many organisations also leave behind a void in executive leadership skills.

MAYBE: Recent inflationary pressures have also led many to view their previously satisfactory remuneration levels in a more critical light, particularly in organisations that have not adequately realigned remuneration levels to meet the current market.

Sectoral considerations

Within Australia’s manufacturing, logistics, and industrial sectors, business sentiment remains positive yet cautious. Commercially these sectors are generally perceived to be meeting expectations, but caution is increasing. Economic headwinds, high interest rates, rising costs of living, and ongoing global supply chain destabilisation – all represent potential headaches with no clear end in sight.

With this backdrop of change and uncertainty, forward-thinking organisations are taking stock of their leadership teams. In many cases, the departure of a senior leader creates the opportunity to reevaluate the skills and experience needed to better meet the current market. Rather than replacing like-for-like, we are seeing organisations increasingly consider whole-of-ELT skill deficiencies when taking executive roles to market. In many cases, the change is being driven not by any deficiency in performance or skillset of the prior officeholder, but in a fundamental shift in requirements for the role. As such, demand is highest for those with the agility, creativity and resilience to thrive and adapt in uncertain, rapidly changing circumstances.

At the same time, the manufacturing, logistics, and industrial sectors are seeing significant investment in digital transformation at all levels. Cybersecurity threats continue to make headlines, with many organisations woefully underequipped to effectively manage these risks. These factors, coupled with the significant productivity-enhancing advancements promised by recent developments in generative AI, mean that digital-literate leaders who can add real impact across these emergent areas are highly sought after propositions.

The leadership talent market remains highly competitive. The latest ABS data still shows unemployment hovering below 4%, with participation in the labour market at record levels. With current media cycles often dominated by stories of global economic and political uncertainty, many senior executives are unwilling to contemplate the risk of a job change without careful guidance and engagement. As such, attracting top-tier executive talent with the aforementioned contemporary skillsets remains exceedingly difficult for many Australian organisations.

So what to do?

In a fast-moving, constrained labour market, organisations seeking to differentiate their value proposition to potential executives need to articulate and communicate their company narrative with clarity and consistency. At all points through the selection process, the story told should draw a line from the organisation’s origins to its current strategic plans and objectives, with specific reference where applicable to digitisation, automation and AI. While some of this may be commercial in confidence, ambitious executives will want to confirm that the organisation’s strategic intentions are backed up by real organisational commitment.

Throughout the search and selection process, the story told to prospective executive hires needs to be authentic, consistent, grounded in reality, and be more than just platitudes. Contemporary executives will also be looking to assess organisations on their values, culture and purpose, including their commitments to sustainability, social responsibility and diversity equity and inclusion.

An executive search partner can add real value by identifying and engaging with hard-to-find talent, and taking these narratives to suitable individuals on an individual basis. A good headhunter will leverage their sector expertise, industry networks and deep original research to draw on a pool of candidates far beyond your existing networks. They will identify, evaluate, and engage with the right individuals – but to be successful, they need to be supported the narrative, which can provide clear and compelling reasons why an otherwise happily employed target candidate should open a dialogue with a given organisation.

Effective search consultants also add value by testing assumptions around role requirements, ensuring your expectations align to market reality. Often, our advice includes encouraging departure from the traditional approach of prioritising specific professional or educational backgrounds and/or close connections from previous workplaces. By leaving behind the ‘who is in our networks’ mindset and moving towards a broader, more holistic view of what an ideal candidate can look like, greater opportunities exist to bridge the ELT skill gaps that can often impede growth.

Finally, we must highlight the importance of streamlined, candidate-centric search and selection processes. In order to attract and retain top-tier operational executive leaders, the selection process should be structured and time sensitive, including both behavioural and cultural assessment elements, with plenty of ‘two-way’ dialogue throughout. Noting that flexible and hybrid working accommodations continue post-pandemic to form a core part of the employee value proposition, expectations in this regard should be clearly and consistently communicated.

While the market for digital-literate operations executives in Australia is expected to remain tight throughout 2024, organisations seeking to attract top talent can do by constructing and communicating a clear narrative that includes their strategic intent, engaging effectively with the market, and ensuring that the search and selection process is tightly and transparently run.

Peter Elwell is a Partner at SHK Asia Pacific, leading search assignments within the Procurement, Supply Chain, Technical and Engineering practices.

By Peter Elwell

DR RICHARD CHAMBERS: SUSTAINABLE PEAK PERFORMANCE

Fri, 26 Nov 2021 12:35:31 GMT

Last week SHK hosted a webinar with Dr Richard Chambers to discuss sustainable peak performance and avoiding burnout.

Dr Chambers is an award winning clinical psychologist who consults widely to many of Australia’s largest and best known organisations. He spoke about the importance of vulnerability and self-compassion and how this can support high performers to better understand their motivation drivers, improve well-being, and sustain peak performance in a dynamic setting.

By SHK Asia Pacific

IS EXECUTIVE CONTRACTING FOR YOU?

Wed, 23 Oct 2019 12:41:44 GMT

Over time, more and more professionals have opted for interim or portfolio careers. This has traditionally been more prominent in international labour markets, including the US and UK; however, resourcing with interim professionals has become increasingly more significant with corporate Australia. Executive contracting offers greater flexibility in the hours and periods of work. It allows professionals to specialise in a narrow field and consult as an expert to multiple organisations. And there is less need to become involved in the politics that so often accompanies a permanent role.

While executive contracting is the ideal career option for many professionals, it is not right for everyone.

Executive contractors need to have deep skills in their area of specialisation: skills that organisations will want to purchase. Organisations will often try to over-skill when they engage an executive contractor for an assignment because they want to know that the job will get done effectively and with a minimum of lead-in preparation.

Executive contractors need to be comfortable with periods of uncertainty, as the availability of assignments can at times be unpredictable. This is usually less dependent on your skill set, and more dependent on the market and your timing.

You need to hit the ground running when you begin an assignment. Long periods of induction and time to acclimatise into an organisation are more facets of permanent employment than executive contracting.

Career contractors know that many of their clients won't really have a full understanding of what it is that they need achieved, or how best to go about achieving it. Career contractors are often asked to help scope out an assignment, and in some cases, help finesse what the deliverables will be. Many executive contractors will play an important role in transferring skills to the organisation engaging their services.

While career contracting can be a long-term career choice for many, for others, taking an executive contracting assignment is a great way to test how well you fit into an organisation. Many organisations will make offers of permanent employment to well-regarded contractors.

If you would like to explore executive contracting further as an option for you, you’re welcome, and encouraged, to come in for confidential career counsel by contacting an SHK consultant , or by submitting your CV.

By SHK

HOW TO BE HEADHUNTED

Tue, 22 Oct 2019 12:48:46 GMT

There are fundamental changes occurring to the way in which executives now find great work. SHK was founded to help harness the opportunities created by this change.

The first step in being headhunted is to make sure that you are known to search consultants. You can do this at SHK by submitting your CV , or directly contacting one of our consultants for a confidential career discussion.

We understand the most effective ways to access opportunities that are not advertised, or may not even exist until we facilitate them. This is the hidden market and we’re specialists in it.

By ensuring that your background, capability and details are readily searchable, you will increase the likelihood of being contacted about suitable opportunities. It’s important to have a high-quality profile on LinkedIn. We also encourage you to follow SHK on Linkedin and to join pre-eminent industry networking groups.

Additionally, you may consider attending industry events and presenting at industry forums to enhance your market profile.

We suggest you return ‘personal’ calls promptly. A headhunt call will not usually be declared as such. Make sure that any assistant who may field your calls is not hindering your prospects by screening your calls too officiously.

Always be prepared to listen to our search consultant’s brief, even if you may be relatively happy in your current position. If you are too dismissive of an approach, you are not likely to be contacted again in the future. Similarly, if you are asked by a headhunter for possible referrals, it’s helpful to suggest some suitable candidates without compromising your current employer.

Many successful careers have been built on relationships with headhunters.

By SHK

IT’S NOT ALWAYS THE MONEY

Mon, 21 Oct 2019 12:55:06 GMT

Have you recently watched a great candidate for a position at your company just slip away and take a job at a rival company? Or maybe you’ve secured a new senior hire, only to have them leave after six months?

Being unable to attract and retain great talent is a frustrating scenario in Australian organisations. While there are many factors at play, the executive employment market is as reliant on personal and emotional factors as it is on financial inducements.

So when you’re trying to fill a position, especially at the executive level, it is important to master the non-financial elements. There’s been a lot of research on these factors, one of the best being McKinsey & Company’s ‘"Ascending to the C-Suite" (2015), which surveyed executives who had succeeded and not succeeded, and included a mix of lateral and internal appointments. McKinsey’s four factors of the successful executive transition are ‘business’, ‘culture’, ‘team’ and ‘self’. No mention of salary, but a lot of emphasis on communication, organisational support and shared vision.

These factors may seem less specific and measurable than remuneration and bonus hurdles, but employers should be aware of them because they are serious decision drivers for executive candidates. How does an employer unpack the non-financial drivers of executive candidates? At SHK, we place a significant emphasis on preference-based interviewing. Whether we are supporting ASX companies or a government department, this approach is a critical part of our assessment and selection process. By first starting with a candidate’s preferences across a range of issues, with the potential employer kept anonymous, we can establish genuine motivations and career drivers, which lay a powerful foundation for achieving cultural alignment and business performance.

We know from experience that employment-driving considerations are largely consistent across many industries and scenarios. These are some important factors:

Clear communication
Business strategy/direction
Individual contribution
Cater for motivation
Workplace flexibility
People-based leadership
Diversity, inclusion and altruism.

Attracting and retaining top-level talent is best achieved by a combination of all of these things. And none of the above is at the expense of creating a high-performing environment. In fact, the personal drivers are usually an indication of a high-performance work ethic and results-driven personality.

When you seek a new leader in your organisation, they will ultimately be looking for a place where they are empowered to succeed, on agreed metrics, regardless of their background. Well-rounded candidates consider themselves progressive and tolerant, and that is the kind of organisation they want to join. If your organisation reflects that outlook, you will attract the best candidates. To identify, engage and retain the best executive talent, start by understanding who they are.

shk2

RETHINKING PRODUCTIVITY

Rethinking productivity

PANORAMA GLOBAL SURVEY 2025

Widening the governance lens: a new horizon for family businesses

THE FUTURE OF LEADERSHIP ARTIFICIAL INTELLIGENCE AND ITS IMPACTS ON LEADERSHIP

Artificial Intelligence and its impacts on Leadership

THE IMPORTANCE OF STRONG LEADERSHIP WHEN RESTRUCTURING

By Pauline Nolte

OPERATIONS EXECUTIVES: TALENT STRATEGIES FOR 2024

By Peter Elwell

DR RICHARD CHAMBERS: SUSTAINABLE PEAK PERFORMANCE

By SHK Asia Pacific

IS EXECUTIVE CONTRACTING FOR YOU?

By SHK

HOW TO BE HEADHUNTED

By SHK

IT’S NOT ALWAYS THE MONEY

By Tim Morden

Why is financial reward alone not enough to attract and retain the best talent?

shk2

RETHINKING PRODUCTIVITY

Rethinking productivity

PANORAMA GLOBAL SURVEY 2025

Widening the governance lens: a new horizon for family businesses

THE FUTURE OF LEADERSHIP ARTIFICIAL INTELLIGENCE AND ITS IMPACTS ON LEADERSHIP

Artificial Intelligence and its impacts on Leadership

THE IMPORTANCE OF STRONG LEADERSHIP WHEN RESTRUCTURING

By Pauline Nolte

OPERATIONS EXECUTIVES: TALENT STRATEGIES FOR 2024

By Peter Elwell ﻿

DR RICHARD CHAMBERS: SUSTAINABLE PEAK PERFORMANCE

By SHK Asia Pacific

IS EXECUTIVE CONTRACTING FOR YOU?

By SHK

HOW TO BE HEADHUNTED

By SHK

IT’S NOT ALWAYS THE MONEY

By Tim Morden

Why is financial reward alone not enough to attract and retain the best talent?

By Peter Elwell