What Great Senior Teams Do

Most discussions about executive team effectiveness typically focus on the ideal mix of personal characteristics or “stages” of team development that need to be accomplished before the team can be classied as high performing.

RHR took a different approach. We compared and contrasted high-performing and low-performing executive teams and then looked at what they did, how often they did it, and which indicators of organizational performance were impacted as a result.

What Has Machine Learning Got to Do with Leadership? (Quite a lot, actually.)

Organizations invest money in assessing, measuring, and modifying a leader’s behavior in the hopes that a few nudges can push the needle. This is not a wasted effort; there is much evidence to demonstrate that this is a worthwhile exercise. But can we do a better job at identifying and understanding a leader’s talents? Yes. And machine learning may be the key.

Career Transitions: Tips for a Fast Start

One of the most difficult career transitions occurs when you have been a long-term employee of one company and are leaving to move to a new job. The emotions surrounding the transition represent a mixture of excitement and trepidation, coupled with a profound sense of loss. Transitioning executives are energized by the challenges and learning that the new environment will bring but can face a crisis of competence in adjusting to a new culture with a novel set of success factors.

Assessing Talent for Small “t” Transformation and Change Readiness

Human Capital Leader, Melissa Mounce, Baird Capital

This is part 1 of our interview with Melissa Mounce.

RHR International works with Melissa Mounce, human capital leader, Baird Capital. Baird Capital created her role because human capital has such a profound effect on a portfolio company’s potential and success. Melissa partners with investment team colleagues and their companies across its portfolios to build talent strategies and teams to drive value and growth.

C-Suite Preparation for Board Meetings: Do You Know Your ROI?

In the pursuit of good governance, the board of directors of publicly held companies meet four or more times per year, and some board committees meet even more frequently. There is quite a bit written regarding the need for directors to come to these meetings well-prepared, having read the board materials in advance, and ready to contribute their questions, insights, and experience to the dialogue.

Developing Leaders Within Portfolio Companies: A New Approach to Returns for Private Equity Investors

Over the last five years the private equity industry has experienced tremendous growth; a sustained period of low interest rates has made it very attractive to investors. As a result, the money raised by private equity firms has grown substantially, and the largest funds in history have been created and focused on global opportunities. At the same time, there are not as many easy targets in the market. This smaller number of solid available opportunities command higher prices—and a higher price at entry naturally makes it harder to achieve an attractive return on exit, driving a shift in focus from finding lower-priced assets to experimenting with methods of creating stronger returns.

To achieve the level of returns demanded by investors, holding periods are increasing. Several large private equity firms have launched funds with longer lives than have previously been the norm. One particular firm raised $5 billion for a fund with holding periods that are expected to be around twice as long as those of traditional buyout funds. As a result, value creation over the long term becomes the most important driver, and investors will favor firms that can create genuine value through the transformation of companies in their portfolio, and not only through clever, short-term financial engineering. Being smarter about leadership is one way to create value. Doing this requires a shift in the relationship between private equity professionals and portfolio company CEOs. This is particularly true when it comes to the ways in which operating partners help portfolio companies take a longer-term approach to managing leadership talent.

Embracing the Rainbow Wave: How CEOs Can Advance LGBT+ Inclusion

Antonio Zappulla is the newly appointed CEO of the Thomson Reuters Foundation, the philanthropic arm of the world’s leading news and information provider. Antonio joined the Thomson Reuters Foundation as director of Communications in 2013. In 2014, he was promoted to director of Strategy and Communications, and appointed chief operating officer in 2016, responsible for overseeing the Development, Communications, and Monitoring functions of the organization.

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