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How to Stop Procrastination

How to Stop Procrastination

WHAT’S YOUR VICE??

Procrastination, that elusive dance with time, is a peculiar phenomenon that transcends the boundaries of age, occupation, and culture. It is the art of delaying the inevitable, a subtle rebellion against the relentless ticking of the clock. Like a sly companion, procrastination often disguises itself in the guise of momentary distractions, promising a temporary escape from the pressing tasks at hand.

At its core, procrastination is a complex interplay of psychological factors. Fear of failure, coupled with a dash of perfectionism, can lead one down the winding path of postponement.
The mind, in its intricate ways, seeks refuge in the comfort of delay, nurturing the illusion that more time will somehow transform the daunting into the manageable.
Yet, the paradox lies in the bitter aftertaste that accompanies procrastination.

What initially seems like a fleeting victory over responsibility becomes a self-imposed trap, ensnaring the procrastinator in a cycle of guilt and anxiety. The very act of avoidance can amplify the stress that one sought to escape, creating a vicious circle that undermines productivity and erodes self-esteem.

The allure of procrastination is not at all rooted in laziness, rather, it’s a testament to the intricate workings of the human psyche. It is a struggle against the relentless demands of modern life, a rebellion against the perceived tyranny of time. The mind, in its quest for solace, craves the brief respite that procrastination promises.

Overcoming procrastination requires a delicate balance of self-awareness and discipline. Recognising the underlying fears and anxieties that fuel procrastination is the first step towards liberation.

Setting realistic goals, breaking down tasks into manageable steps, and cultivating a mindset that embraces imperfection can help chip away at the procrastinator’s fortress.

In the end, procrastination is a universal foe, an adversary that lurks in the shadows of every endeavour. Confronting it requires not only a strategic approach, but also a willingness to understand the deeper motivations that drive this seemingly irrational behaviour.

As we navigate the intricate dance between duty and diversion, we unravel the layers of procrastination, hoping to emerge on the other side with a newfound sense of purpose and productivity.

How to Stop Procrastination

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Job Candidates need to be ‘Top 10pc’

Job Candidates need to be ‘Top 10pc’

Article by Edmun Tadros
Professional Services Editor

Management Consultants will struggle to land new roles until Easter next year, but accounting, tax, audit and cyber experts continue to be sought after by major consulting firms, according to recruiters.

The mixed employment market, caused by a widespread slowdown in public and private sector demand for management consultants, has already led to big four firms Deloitte, EY, KPMG, and PwC as well as Accenture, taking various measures to reduce or defer costs.

So far, only KPMG and Deloitte have made job cuts, but is likely other firms will follow suit if the downturn continues, as expected, into next year.

While the big four are looking to hire for in-demand areas, recruiters note there are fewer pay bumps and sign -on bonuses on offer compared with the bumper COVID-19 and post pandemic period when professionals were suddenly in short supply.

The fall in demand for general advisory services was evident from the start of the year, said Brook Coxon, co-found and director of specialist recruitment business Lemon Talent.

“It normally starts again in February after summer, but it was clear it was going to be slower this year,” said Mr. Coxon, who specialises in placing strategy and operations consultants.

“The news with PwC in May and the Labor government trying to cut down on consulting hasn’t helped, either.”

Big four consulting partners were not expecting demand to pick up again this year.

“They tell me it’s not going to pick up before the end of the year; they don’t think it’ll pick up until Easter.” Mr Coxon said.

Demand for general management consultants, strategy consultants, and operations consultants had all dropped off, he said. But there was still strong demand for risk advisory consultants, thanks in part to ongoing remediation programs at the large banks, and for cybersecurity experts and those verse in financial crime topics like anti-money laundering.

His advice for anyone within the large consulting firms wanting to get out was to consider looking to smaller firms or moving into an industry role.

“You’re unlikely to land a job at one of the bigger consulting firms, but maybe look at one of the smaller firms. Or consider industry or contracting roles if you really want to get out,” he said.

Thomas Patroni practice lead at Sustain Recruit, agreed that auditors were in demand, while there had been a drop-off in demand for technology consultants.

“In my interactios with various firms, it is evident that auditors are presently experiencing a heightened demand, a trend that is particularly pronounced within the big for firms.” Mr Patroni said.

Decreased demand for technology advisers meant salaries in tha area were either steady or going down compared with the COVID-19 and post-pandemic boom across the sector.

“This predicament has led many firms to recalibrate their salary offerings downward compared to the corresponding period last year,” he said.

The shifting market had led to consultants contracting recruiters in their search for an exit plan, said Ilan Leshetz, who specialises in placing strategy and transformation consultants.

“Across the board, consulting firms are not selling as much as they were during COVID and in the good days after COVID, the first six months or so,” said Mr. Leshetz, a partner and co-founder of Oaktree Talent Group.

“The big firms – the big four and Accenture – are heavy cost-base businesses. When people are on the bench, that costs millions. We’ve definitely seen an uptick in approaches from people in the firms.”

The reason for wanting to leave varied by the level of the candidate.

“At the more senior end, it’s contemplating about whether they want to become sales partners but they like delivery. At the junior end, there are specific diving-off points where your market value and opportunities are attractive,” Mr. Leshetz said.

“For example, for a manager at Accenture, there’s an abudnance of opportunities for them to leave at the level and at a price that is attractive to them and reasonable for other employers.”

A manager at Accenture will earn at least $140,000 according to the latest publicly available figures from 2022-23 while a senior manager can expect to earn from $175,000.

But Mr. Leshetz warned that companies are typically picky about hiring from the big four and Accenture.

“There’s such a variability in capability from the big four and Accenture that it’s hard for clients to know who to pick. So they can take longer to decide,” he said.

The candidates need to have both likeability and technical competence. You need the balance.

“They got to be personable, likeable, affable, as well as [have] technical [skills], They also need [to] be regarded internally as top 10 percent in their cohort.”

Job Candidates need to be 'Top 10pc'

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Diary of a CEO

Diary of a CEO

DIARY OF A CEO

CEOs of organisations across the world are grappling with a myriad of challenges and concerns that keep them awake at night.

These concerns extend beyond their specific industries and are often shaped by global economic, social, and technological trends.

Here are some key issues causing sleepless nights for many CEOs:

🔑 Cybersecurity:
CEOs are increasingly worried about data breaches, ransomware attacks, and the potential damage to their company’s reputation and bottom line.

🏆 Talent and Skills Gap:
Finding and retaining top talent has become more challenging than ever in a highly competitive labour market. This is imperative to drive growthing and innovation.

🥇 Customer Expectations:
Meeting and exceeding ever evolving customer expectations in products, services, and experiences is a perpetual concern. How to remain customer-centric is a top priority.

⛔ Regulatory Compliance:
Regulations and compliance requirements are becoming more stringent, making it essential for CEOs to ensure their organisations are adhering to legal and ethical standards to avoid hefty fines and damage to the brand’s reputation.

🍀 Environmental and Social Responsibility:
The growing awareness of climate change and social issues places immense pressure on companies to act responsibly. CEOs are concerned about sustainability, corporate social responsibility and the need to align the organisation with these values.

🚛 Supply Chain Disruptions:
The COVID-19 pandemic highlighted vulnerabilities in global supply chains. CEOs are worried about disruptions due to unforeseen events that can impact production and distribution.

📱 Technological Disruption:
Rapid technological advancements, from generative AI and automation to blockchain and the IoT, can present opportunities as well as disrupt traditional business models.

🥊 Market Competition:
The global marketplace is more competitive than ever, with new entrants and innovative startups challenging established players. Businesses must be agile enough to adapt to changing market dynamics to maintain their market share and profitability.

💰 Economic Uncertainty:
Economic volatility, trade tensions, and inflationary pressures can significantly impact a company’s financial stability. CEOs want to remain financially resilient in uncertain times.

🌍 Geopolitical Risks:
Political instability, trade disputes, and international conflicts can have far-reaching implications for global businesses. CEOs need to plan accordingly to safeguard their interests.

Diary of a CEO

In today’s fast-paced & interconnected world, CEOs must be vigilant and proactive in addressing these and other pressing issues to steer their organisations towards long-term success. While these concerns may vary from one industry to another, the ability to adapt, innovate, and make informed decisions remains a common thread among CEOs striving to stay ahead in a challenging business environment.

#Oaktreeleadershiptips #Strategyjobsaustralia

How important is your reputation?

How important is your reputation?

HOW IMPORTANT IS YOUR REPUTATION?

As James clear points out “Your reputation is your most important asset. It precedes you before you walk into the room and lingers long after the work is done.” That’s how important is your reputation.

Your reputation is of paramount importance, both in the business world and beyond. In the realm of business, your reputation can either be your greatest asset or your most significant liability. A positive reputation can attract clients, customers, and partners, fostering trust and credibility. It can also be a magnet for talented employees and open doors to valuable opportunities.

Conversely, a tarnished reputation can erode trust, hinder growth, and lead to lost business.

Beyond the professional sphere, your reputation shapes your personal relationships and social interactions. It influences how others perceive and trust you, affecting your connections, friendships, and even your overall well-being.

In essence, your reputation is the bedrock upon which you build your success, both in business and in life. It’s a reflection of your character, ethics, and the quality of your actions, making it an asset you should diligently protect and nurture.

How important is your reputation?

Why do you want to work here?

Why do you want to work here?

How to Answer “Why Do You Want to Work Here?”

Of all the interview questions job applicants prepare for, the most obvious ones sometimes get the least attention and often times result in a rejection before you’re even out of the blocks, to use a rather corny sports analogy 😉

You came ready to share some development insights, your greatest strength, and a moment when you shined, but what do you do with a broad but direct question like “Why do you want to work here?

Like a similarly problematic interview question — “Tell me about yourself” — “Why do you want to work here?” requires you to focus on a specific answer without any clues, contexts, or prompting from the interviewer.

It’s a blank space, but that doesn’t mean you can wing it and fill it with just anything.

Drawing from my 17 years of experience as an executive recruiter and executive coach, as well as someone who’s sat on both sides of the interview table many times, I recommend three basic approaches:

💡 Express your personal passion for the employer’s product/service/mission

💡 Explain why you would enjoy the responsibilities of the role.

💡 Describe how you can see yourself succeeding in the role, given your skills and experience.

You can use any combination of these three approaches so long as you keep your answer concise!

Why do you want to work here?

Tip: Be Specific

As you develop your answer, understand that the more specific you are, the more powerfully your answer will resonate. Conversely, the vaguer you are, the more generic the response will seem.

Happy interviewing!