Talent Search Partners, Inc.

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October 2026

The Leadership GPS

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What is your VISION and where are we going? “We are working towards being the best in our industry.” “We are aiming to improve market share by 30%.” “We are going to manufacture the most sophisticated vehicle the world has ever seen.” This is not a vision. These are goals, and there’s a difference. I’ve worked for people who had goals or no vision at all, and both are equally detrimental to your career and personal well-being. Beware of any leader who communicates anything like the above as a vision. You don’t need people to accomplish a goal; you need resources and resources are disposable. The danger of working for someone who is purely goal-centric is that when goals are not met, it’s the perfect excuse to reduce head count. Goals will be pursued with or without you. The correct answer to the question above should be: “My vision is to produce future leaders and to help you reach your maximum potential within your area of expertise.” This is the vision that should be articulated by every leader. A vision extends beyond the bottom-line, but will always impact the bottom-line positively. You are safe if you are working for someone like this. What is YOUR VISION for YOUR TEAM?

The Hurdles To Your Team’s Success May Not Be Your Competitor

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Your team is split into two distinct groups. The first group consists of those team members who merely tolerate you and are working in spite of your presence in the company. They perform according to their job descriptions and not an inch beyond that. The second group consists of those who are there for you, because of you, and would willingly go the extra mile without being asked. GOOD leaders have a heightened awareness of who’s who & group (at least in their minds) people accordingly. The challenge for GREAT leaders is not just their ability to strategically navigate through this diversity of personalities & agendas, but for these special leaders, the real measure of success is how many people from group 1 they can convert to group 2. This is not easy and takes time and unwavering resilience. “Troy, can’t you have a high performing organization with both groups?”No. The best teams are completely aligned and move cohesively towards a singular goal. There is no room for rogue cliques who undermine everything that the team is working towards. Not anymore. “Troy, shouldn’t we be tolerant and give grace to those who need it?”Partially. Rehabilitation is available for those who need and WANT it. The key for great leaders is their ability to allow people to unconsciously (unknowingly) go through this transformation process. You may never reach a 100% conversion rate during your tenure, but the goal is to shrink the number of subscribers to group 1 and increase the percentage in group 2. “Last question, Troy. What’s the first step towards this?”It’s not a step, but an attitude… Vulnerability begets trust, and trust is the adhesive that insulates a great team. Embracing this is the first step (………I guess there is a first step!) The aim is GREATNESS, not an acceptance of status quo that yields mediocre results.

I Wore My Best Suit!

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I was asked during a networking event this week about some of the things I look for when I evaluate a candidate for a client. My answers were honest and appropriate based on the current marketplace. One of the things I failed to mention, however, is the importance of emotional composure. I can’t emphasize this enough. Let’s bring this home… 👇 Years ago, I had a great meeting with the Director of HR for a well-known dairy company.The chemistry was positive, the role fit perfectly within my wheelhouse, the company had an attractive growth trajectory, and the Director was someone I knew I would enjoy working with. All good signs. I left thinking that the role was mine to fill. But I am reminded that perception and reality are distant cousins for a reason. I proceeded to follow up several times requesting clarity on the final decision (Side bar: always err on the side of moderation). She ended up going with another agency/recruiter for the search. This is normally where self-reflection kicks in. The meeting was a success—so much so that it felt like she was trying to convince me to take the partnership. But my conduct after the fact was not demonstrative of a key partner for an organization with a jet-pack strapped to its back. How emotionally composed was I throughout that process? The answer is: not much. I felt entitled to an answer, failing to accept the competing variables involved on their end. I did not give the Director a chance to do what she said she would do (i.e., follow up with me). After all, she owed me an answer, right? Didn’t she know how far I drove, or that I wore my best suit? Tenacity can be a professional’s greatest asset, but I learned from that experience that emotional composure—or poise during moments of pressure and uncertainty—is what separates the good from the great. I failed to realize that I was being judged at every single step of the process. Your Takeaway: 🎯 Don’t make the decision easy for a leader by allowing your emotions to blur your sound judgment.

The Ultimate Co-Signer

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We’re all familiar with them, but how many truly appreciate their strategic importance? You’ve likely either been one, or you’ve solicited one for a mortgage, a business line, or a car loan. In cases where the primary signer lacks the established track record, the co-signer steps up. They willingly assume legal and moral responsibility for the outstanding risk. It takes financial clout, but it takes something even deeper: Trust. Essentially, the co-signer serves as a badge of credibility and reassurance to the institution and the customer alike. They act as a guarantor of opportunity and security. In the broader marketplace, the co-signer is the ultimate mediator. They are a conduit of capital for the customer, and a gateway to new revenue for the corporation. They unlock doors that would otherwise remain firmly shut—acting as an advocate for those who need it most in the marketplace. Anyone who doubts the power of a strategic mediator in business simply hasn’t leveraged one properly—or they’ve been disappointed by a counterfeit. In my line of work as a Search Partner, I act as that co-signer for both talent and corporations. My endorsement is a bridge of trust, leading to rewarding outcomes on both sides of the hiring equation. When I back a candidate or a company, both sides can proceed with absolute confidence knowing someone truly has their back. How has a professional “co-sign” or endorsement unlocked a major door in your career?