CHROs Share Recent Lessons in Dealing with a Broader Set of Societal Challenges

RHR has continued to connect with chief human resources officers in virtual roundtables as they navigate through the challenges of the pandemic and the resulting impact on organizations and the economy. CHROs from various industries including retail, food manufacturing, luxury consumer goods, technology, and energy have participated in these roundtables. This current round of discussions revealed that in addition to the practical issues of dealing with uncertainty and the way forward, CHROs are now facing a broader set of challenging societal questions.

Three Highlights from RHR’s CEO Forum on Leading in Today’s Climate

We have been advising our chief executive officer clients individually as well as bringing them together in intimate, transparent forums to share experiences and updates on how they are leading through this phase of the COVID-19 pandemic, the Black Lives Matter movement and social inequity, and ongoing business instability and unpredictability. Here are some themes that have emerged: 

Planning is unpredictable, so plan for the worst and hope for the best, but be bold about how you want to come out of this crisis. 

When You Have Two Bosses

RHR International's Paul C. Winum, Senior Partner, Practice Leader Co-Head, Board & CEO Services, is featured in the Wall Street Journal article, "When You Have Two Bosses." 

"An acquisitions executive at a commercial real-estate company sought the assistance of its president, a longtime acquaintance, after her superiors disagreed over performance expectations for her in 2019. The idea came from her coach Paul Winum, a senior partner of RHR International LLP, a leadership-development firm. One boss, the head of sales, wanted her to get big, complex deals that wouldn’t pay off soon. Her other supervisor favored smaller acquisitions that would rapidly enlarge the company’s portfolio of acquired real estate, which he oversaw.

Promoting Intimacy at Scale

In the current business environment, there is a plethora of tips and advice on how to communicate remotely in light of the COVID-19 virus. Much of the challenge as we switch to virtual working relates to connecting with people in a way that helps them feel cared for and gives them a sense of belonging. However, this is not a new issue, and while the current situation has put this into sharp relief, it is a key challenge for many senior leaders.

As they progress to more senior levels, how do senior leaders scale their impact and intimacy?

The Diversity, Equity, and Inclusion Leader: Scaling Leadership in Real Time

At the very end of May, I had the opportunity to engage with a group of diversity, equity, and inclusion (DEI) leaders from across the country. This regular community call is a chance for them to stay in conversation on what is shifting and changing for their work given the pandemic. My role was a simple one; it was to share some of my observations as a leadership development and change management expert.

Leveraging Culture and Leadership to Successfully Return to Business

Two key factors are greatly influencing pandemic responses and outcomes across the globe: culture and leadership style. As businesses begin to reopen and return to “normal” operations, it’s vital they understand the roles that culture and leadership play in doing so seamlessly and effectively.

COVID-19 AND LEADERSHIP AROUND THE WORLD 

Dismantle Racism

With the disturbing events of the past week in the U.S., I write with a heavy heart and lots of anger and frustration. Across the country, people are horrified by the recent killings of three African Americans: Breonna Taylor, Ahmaud Arbery, and George Floyd. And these are only a few of the most recent deaths to cause particular anguish among those who far too long have endured indignity after indignity.

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