The summit of freelance
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This document discusses freelance work and independent contractors as a growing sector that provides value to clients. It also talks about senior independent contractors as a unique and cost-effective resource for organizations undergoing transition. The document references a 2010 speech by Sir Ken Robinson about changes in education.
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Using top ind a risk
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
Is top int hiring fast
While transformation-leaders can complete the hiring process in as little as five days from initial consultation to a candidate starting, hiring for top leadership roles requires careful consideration to avoid failures. The fastest hiring processes still involve selecting a shortlist through interviews and receiving candidate proposals before making a choice. Rushing through important leadership hires risks an unethical mismatch that could damage the organization.
Agents are they expensive
Transformation-leaders is not an interim agent and does not charge percentage fees like agents do. They help clients formulate a clear project brief and then provide three top candidate options for the client to interview. After interviews, each shortlisted candidate provides a costed proposal so the client can compare. Transformation-leaders agrees to a success fee only payable upon final hiring, which is about half of what interim agents charge. There are also modest provisions for project overruns or permanent hires following successful projects.
Unique culture
Every organization has a unique culture, so seeking conventional answers may not lead to innovation. transformation-leaders carefully selects candidates, taking only 2-3 out of every 60 who express interest, looking for those with strong leadership experience across sectors. Both clients and candidates seek the right personal chemistry as a foundation of trust, which transformation-leaders' customized process addresses in building trust for high returns and successful project outcomes.
How do i cost a project
This document provides advice on how to properly cost a project by focusing on goals and deliverables rather than daily rates. It recommends that clients first identify the goals and their value, then agree with a candidate on the estimated cost and timeline. The cost can be structured as a daily rate for a set timeframe, a weekly/monthly maximum, or however both parties agree. Notice periods are kept short so costs can be cut quickly if the project is not working as planned. The goal is for clients and consultants to have a mutually agreeable understanding of project costs focused on outcomes rather than hourly billing.
Are senior-inds better
While senior independents have more experience in their fields, the relationship between a senior independent and client is one of equals, not employer and employee. Senior independents play an important role in telling clients objective truths that may be difficult to share in a boardroom setting. However, senior independents do not seek glory for themselves, but rather focus on helping their clients through transitions by empowering new ideas from within the client's own organization so those ideas are owned by those who came up with them. Generosity is a critical part of an independent transition leader's skills.
Right project brief
A senior independent briefer at a transformation leaders briefing session can help uncover where a client's key problems truly lie, as a project brief focuses on deliverables and timeframes rather than an employee job brief. Speaking with top candidates from a shortlist generated by an initial project brief can provide huge value to the client as the candidates will have done research to further develop the project goals.
Using top independents - a risk?
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
Recommended
Using top ind a risk
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
Is top int hiring fast
While transformation-leaders can complete the hiring process in as little as five days from initial consultation to a candidate starting, hiring for top leadership roles requires careful consideration to avoid failures. The fastest hiring processes still involve selecting a shortlist through interviews and receiving candidate proposals before making a choice. Rushing through important leadership hires risks an unethical mismatch that could damage the organization.
Agents are they expensive
Transformation-leaders is not an interim agent and does not charge percentage fees like agents do. They help clients formulate a clear project brief and then provide three top candidate options for the client to interview. After interviews, each shortlisted candidate provides a costed proposal so the client can compare. Transformation-leaders agrees to a success fee only payable upon final hiring, which is about half of what interim agents charge. There are also modest provisions for project overruns or permanent hires following successful projects.
Unique culture
Every organization has a unique culture, so seeking conventional answers may not lead to innovation. transformation-leaders carefully selects candidates, taking only 2-3 out of every 60 who express interest, looking for those with strong leadership experience across sectors. Both clients and candidates seek the right personal chemistry as a foundation of trust, which transformation-leaders' customized process addresses in building trust for high returns and successful project outcomes.
How do i cost a project
This document provides advice on how to properly cost a project by focusing on goals and deliverables rather than daily rates. It recommends that clients first identify the goals and their value, then agree with a candidate on the estimated cost and timeline. The cost can be structured as a daily rate for a set timeframe, a weekly/monthly maximum, or however both parties agree. Notice periods are kept short so costs can be cut quickly if the project is not working as planned. The goal is for clients and consultants to have a mutually agreeable understanding of project costs focused on outcomes rather than hourly billing.
Are senior-inds better
While senior independents have more experience in their fields, the relationship between a senior independent and client is one of equals, not employer and employee. Senior independents play an important role in telling clients objective truths that may be difficult to share in a boardroom setting. However, senior independents do not seek glory for themselves, but rather focus on helping their clients through transitions by empowering new ideas from within the client's own organization so those ideas are owned by those who came up with them. Generosity is a critical part of an independent transition leader's skills.
Right project brief
A senior independent briefer at a transformation leaders briefing session can help uncover where a client's key problems truly lie, as a project brief focuses on deliverables and timeframes rather than an employee job brief. Speaking with top candidates from a shortlist generated by an initial project brief can provide huge value to the client as the candidates will have done research to further develop the project goals.
Using top independents - a risk?
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
The summit of freelance
This document discusses freelance work and how it is growing the fastest of any sector and provides a great return for clients. It also talks about senior independent contractors who work in a flexible portfolio style and how they can be a unique and cost-effective resource for organizations going through transition. The document also references an 18 minute speech from 2010 by Sir Ken Robinson about changes in education.
How do I get the project brief right?
A senior interim project brief differs from an employee job brief in that it focuses on deliverables and timeframes rather than roles and responsibilities. During a transformation briefing session, an independent briefer may identify that the key problem lies elsewhere from the initial project brief. Top candidates during the shortlist interviews will have done research to further develop the project brief, making the interviews hugely valuable for the client.
Are senior independents better than me?
While senior independents have more experience in their fields, the relationship between a senior independent and client is one of equals, not employer and employee. Senior independents play an important role in telling clients objective truths that may be difficult to share in a boardroom setting. However, senior independents do not seek glory for themselves, but rather focus on helping their clients through transitions by empowering new ideas from within the client's own organization so those ideas are owned by those who came up with them. Generosity is a critical part of an independent transition leader's skills.
How do I cost a project?
This document provides advice on how to properly cost a project by focusing on goals and deliverables rather than daily rates. It recommends that clients first identify the goals and their value, then agree with a candidate on the estimated cost and timeline. The cost can be structured as a daily rate for a set timeframe, a weekly/monthly maximum, or however both parties agree. Notice periods are kept short so costs can be cut quickly if the project is not working as planned. The goal is for clients and consultants to have a mutually agreeable cost structure tied to achieving project goals, not just daily rates.
Every organisation has a unique culture
Every organization has a unique culture, so seeking conventional answers may not lead to innovation. transformation-leaders carefully selects candidates, taking only 2-3 out of every 60 who express interest, looking for those with strong leadership experience across sectors. Both clients and candidates seek the right personal chemistry as a foundation of trust, which transformation-leaders' customized process addresses in building trust for high returns and successful project outcomes.
Is transformation-leaders’ hiring process fast?
While transformation-leaders can complete the hiring process in as little as five days from initial consultation to a candidate starting, hiring for top leadership roles requires careful consideration to avoid failures. The fastest hiring processes still involve face-to-face meetings, proposal reviews, interviews, and agreement on the best-fit candidate within a week. However, rushing the process to hire for key positions risks an improper fit that could damage the organization, so clients are advised to "hurry slowly" and thoroughly vet options.
Using top independents - a risk
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This document discusses freelance work and how it is growing the fastest of any sector and provides a great return for clients. It also talks about senior independent contractors who work in a flexible portfolio style and how they can be a unique and cost-effective resource for organizations going through transition. The document also references an 18 minute speech from 2010 by Sir Ken Robinson about changes in education.
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A senior interim project brief differs from an employee job brief in that it focuses on deliverables and timeframes rather than roles and responsibilities. During a transformation briefing session, an independent briefer may identify that the key problem lies elsewhere from the initial project brief. Top candidates during the shortlist interviews will have done research to further develop the project brief, making the interviews hugely valuable for the client.
Are senior independents better than me?
While senior independents have more experience in their fields, the relationship between a senior independent and client is one of equals, not employer and employee. Senior independents play an important role in telling clients objective truths that may be difficult to share in a boardroom setting. However, senior independents do not seek glory for themselves, but rather focus on helping their clients through transitions by empowering new ideas from within the client's own organization so those ideas are owned by those who came up with them. Generosity is a critical part of an independent transition leader's skills.
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Every organization has a unique culture, so seeking conventional answers may not lead to innovation. transformation-leaders carefully selects candidates, taking only 2-3 out of every 60 who express interest, looking for those with strong leadership experience across sectors. Both clients and candidates seek the right personal chemistry as a foundation of trust, which transformation-leaders' customized process addresses in building trust for high returns and successful project outcomes.
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While transformation-leaders can complete the hiring process in as little as five days from initial consultation to a candidate starting, hiring for top leadership roles requires careful consideration to avoid failures. The fastest hiring processes still involve face-to-face meetings, proposal reviews, interviews, and agreement on the best-fit candidate within a week. However, rushing the process to hire for key positions risks an improper fit that could damage the organization, so clients are advised to "hurry slowly" and thoroughly vet options.
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The summit of freelance
- 1. transformation-leaders The summit of freelance
- 2. Freelance is the quiet revolution in work, showing the fastest growth of any sector and greatest return for clients using freelancers
- 3. Senior board level independents, often working in the portfolio way, envisaged by Professor Charles Handy, are a unique, cost effective resource for successful organisational transition.
- 4. Hear from the changing world of education- an 18 minute speech in 2010 by Sir Ken Robinson
- 5. END