• The Power of Storytelling for Leaders
    By: Cristina Jimenez

    We often do an exercise with leaders called Moments that Matter. It’s simple and yet remarkably powerful in shifting how people interact with one another. Throughout the experience, leaders have an opportunity to do two things. First, they take the time to reflect on their lives in a way that makes them pause and ask: Who am I?

  • What Do We Mean by Development Mindset?
    By: Ed C. Ryterband

    A key predictor of executives’ success lies beyond their prior performance, their current talents, and their experience. We refer to it as their development mindset. Some executives have less or none of this mindset.

  • RHR Update Newsletter: Second Quarter, 2018

    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 Q2 Update.

  • You Are What You Say: Language Reveals Personality?
    By: Reece Akhtar

    Organizations have many tools at their disposal to identify and develop talented employees, such as psychometric assessments, structured interviews, and 360 performance appraisals.

  • Foolish Things Leaders Do
    By: Jason S. Chaffin

    Over the weekend, we celebrated a very important holiday on everyone's calendar: April Fools’ Day.  In honor of the season, here are some foolish things we’ve seen even the savviest leaders do. We know you’re no fool. You’re insightful and decisive.

  • What’s Your Story? Resilience and the Importance of...
    By: John P. DelMonaco

    Is your organization going through some kind of transformation? Chances are, the answer to that question is yes. And if not a transformation, there is likely to be significant disruption happening in your industry requiring you and your company to respond. These circumstances put a lot of demands on executives and their teams.

  • What the Boss is Really Thinking | Thought Bubbles...
    By: Gene Morrissy

    Meetings lose their value when people do not raise critical issues or provide feedback. Let me explain.

  • Gender Bias: Balancing on the Tightrope
    By: Maja Egnell

    This is the second of a four-part series examining patterns of gender bias affecting female executives, and how “bias interrupters” can be used to challenge them.

  • Getting Up to Speed: First 30–90 Days of an Executive...
    By: Lysa Stewart

    Quite often, highly regarded, high-functioning, effective executives are given additional responsibilities, or their roles get expanded. Whether this is long anticipated or unforeseen, executives who want to enhance their ability to make an impact and add value need to act prudently in the first three months of their new role or function.

  • How to Develop Your CEO Succession Candidates
    By: Paul C. Winum

    In 2017, 919 CEOs either resigned, retired, or got fired at publicly traded North American companies. This was the highest number in at least a decade. As more baby boomers hit retirement age and the pressures of leading an organization continue to mount, several thousand more CEOs are expected to vacate their positions in the next few years.

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