What Do Management Teams Want from Their Boards?

Boards and management teams have distinct roles in their partnerships to maximize the success of the enterprises that they lead. Over the past couple years, RHR has conducted board evaluations with more than 200 individual directors and members of management teams who interface with board committees. In the interviews, we asked management teams about their experiences working with directors and for recommendations on how their boards can enhance their value proposition. Here are the some of the things we consistently heard.

What Anonymous Advice Would You Give to Your CEO?

What do those who work the closest with CEOs, those on their senior teams, really want their leader to change? We analyzed feedback from 174 C-suite level executives from 40 different organizations gathered between 2015–2018 as part of RHR’s Senior Team Effectiveness Survey. We found that when given the opportunity to provide anonymous feedback to their bosses, members of the top team focused the most on the following advice: (1) be more transparent, (2) help us stay focused, (3) hold us accountable, (4) spend more time coaching and developing us, and (5) be decisive.

What Impact Will the AI Revolution Have on Executive Selection?

When it comes to identifying and selecting talent, leaders now have more tools at their disposal than ever before. Until recently, the main ways we assessed people were through the use of CVs, interviews, and if lucky, a psychometric survey. Putting aside the debate around the accuracy and utility of such tools, they all share something in common—they rely on human judgment. When it comes to identifying the right person for the role, human judgment can really get in the way:

Leadership in a Complex World

At RHR International, we have the privilege of talking to people every day about topics related to leadership. One of RHR’s core values is that leadership is a noble endeavor and, when done well, is a force for good in the world. With that in mind, we engaged our clients and contacts on the question of the challenges of leading in a complex environment. More specifically, we asked them:

What is the one trait or one quality that you think is most important to demonstrate as a leader in an environment of volatility, uncertainty, complexity, and ambiguity (VUCA), and why? 

New Year, New Me; New Year, Improved Company

As we ring in the new year, we may feel as though we’re given a free pass to absolve ourselves from what we didn’t accomplish last year, and to resolve to make this year better than ever before. But sticking to those resolutions is hard work, and just as maintaining personal resolutions takes concerted focus and effort to form new habits, the same can be said for making resolutions stick in your organization.

Quick Start Instructions for the First-Time CEO

Assuming the top leadership role in an organization is a life-changing experience filled with emotions ranging from exhilaration to a feeling of isolation. Whether you are a founder who just launched your own company, a Fortune 100 CEO, or somewhere in between, this can be a daunting experience. Here are some quick tips as you embark on this journey.

Invest heavily in your team

Good Luck with Those Development Plans

While I have your attention, let’s (not) talk about what makes a good development plan.

After years of working with executives, the question of what goes into a good development plan frequently comes up and can be a frustrating one for two reasons: the first is that there are as many options for good development plans as there are leaders; second, and most important, is that it’s the wrong question to be asking.

Want Measurable Change? Think Operating Culture

Many senior leaders consider ways they can define and transform their organization’s culture. However, there are so many definitions of and frameworks for organizational culture that it can be difficult to align on the best way to truly effect measurable change. For example, some define organizational culture as the shared values and beliefs that contribute to a company's norms for what behavior is acceptable; others describe it as the customs and written and unwritten rules that have developed over time.

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