• CEO Succession: The Hidden Costs of Shortcuts
    By: Deborah P. Rubin

    Shortcuts can be so appealing. They promise an earlier arrival, reduced effort, or less expenditure for a similar outcome. We have all taken them at one point or another. And sometimes they seem to live up to their appeal. The problem is that it is difficult to foresee the risks of these forays until they suddenly emerge.

  • Resilience on the Job: Why It Is Important
    By: Daniel Russell

    This is a two-part series that looks at resilience on the job—why it is important and five ways to improve it.

  • Innovations in Psychological Assessment
    By: Nathan Wiita

    Psychological assessment is often the price of entry for today’s executive seeking a new position or leadership development opportunity. What once was taboo is now table stakes. The experience itself is a data-gathering journey and typically includes some mix of personality surveys, in-person interviews, 360 data, and so on.

  • Managing Scale in the Medical Device Industry
    By: Gregory A. Janicik

    Most medical device entrepreneurs and leaders of startup medical device companies know the common pitfalls that occur on the path to commercialization. Some startups struggle with funding, especially if regulatory approval takes longer than expected.

  • Rebuilding the Leadership Pipeline in Oil and Gas
    By: Michael Bleadorn

    Unless you’ve been living under a rock, you’re undoubtedly aware of the volatility that the oil and gas (O&G) industry has endured in recent times. As oil prices have tumbled to record levels over the past few years, companies, both large and small, have been forced to make necessary adjustments in budgets and workforces.

  • How to Be a Better Leader
    By: Jeff Kirschner

    There are many ways to lead others. And what works for you may not work for someone else. Indeed, a successful approach in one company may derail your efforts in another corporate culture.

  • Five Areas That Can Enhance Your Management Leverage
    By: Ed C. Ryterband

    As a leader, your basic task is to create an effective organization that can leverage your impact. You look for ways to multiply what you can get done as an individual. A first step is to create a direction that will focus and mobilize the people in your organization.

  • Why You Want Your Senior Team to Do More Talking
    By: Gene Morrissy

    Lately I have been getting more inquiries about senior-team environments. Executives are concerned about groupthink, about making decisions too quickly (or too slowly), about an inability to say what is on their mind, and about subsets of the team taking up too much oxygen in the room driving their own agendas.

  • Psychology in the Boardroom: Part 2
    By: Paul C. Winum

    This is the second of a three-part series examining the topic of how social-psychological forces impact the performance of boards and CEOs. The topic was addressed at the June 2017 Stanford University Directors’ College in a panel titled “CEO and Board Psychology.”

  • RHR Update Newsletter: Third Quarter, 2017

    RHR International's quarterly newsletter features highlights of blog posts, thought leadership insight, and research studies as well as media coverage and key industry events. Read the RHR Q3 Update.