The Real World of CEO and Board Relations May 08, 2012

The powerful CEO, either cowing the board of directors, or constantly battling them, is a popular corporate image today. However, it is far from reality. New research finds most CEOs and boards share a mutually respectful, supportive relationship.


Read full article from The Conference Board.

Make Your Senior Team an ASSET™ May 01, 2012

Design & Leadership Due to their stature and high level of visibility in the business world, it is understood that the Chief Executive Officer and the board of directors of an organization exert a strong influence on its success or failure. What may not be so apparent is the significant effect generated by the next level down in the pyramid of power – the CEO’s senior executive team. Empirical research offers some evidence that connects organizational outcomes with the performance of senior executive teams. Until now, however, the mechanism behind the link remained more or less a mystery. But findings from RHR International’s soon to be published Team Effectiveness Study™ not

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From the C-Suite to the Board Seat – Self Efficacy Apr 24, 2012

Does an outstanding chief executive always make a good company director? Moving from the corner office to the boardroom requires a conscious change in leadership style. As the focus changes from solo decision-making to being part of a group, following becomes as important as leading. Belief in “self” should become belief in the organization and its leadership.


Drawing from his book, “The Intangibles of Leadership,” Dr. Richard Davis explores the significant differences between management and governance and the effort required to transition between the two successfully. In this clip, Dr. Davis discusses Self Efficacy, the core belief that you can accomplish a given task.

Dear Founding CEO: Put down the Steve Jobs Biography Apr 17, 2012

In this guest posting on the Forbes website, Dr. Guy Beaudin advises founding CEOs to concentrate on being the kind of leader their company needs today and begin to develop successors that will be prepared to handle the strategic needs of tomorrow.


Read the full article.

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