• Bicultural Knowledge: The Key to Your Career
    By: Lawrence James, Jr.

    Lawrence James, a partner at RHR International and author of the research paper, Journey to the Top: Developing African American Executives, talks about bicultural knowledge as the key to one’s career.

  • Savvy Boards and CEOs Put Succession on Their New...
    By: Paul C. Winum

    Do you have at least two viable succession candidates for each of the mission-critical roles in your organization? Well, if you don’t, now is the time to start working on that.

  • Black Monday: Five Reminders for Corporate America
    By: Nathan Wiita

    Every year, the first Monday after the NFL regular season’s close is colloquially and notoriously known as as “Black Monday.” This is because of the series of terminations and resignations of NFL front-office personnel—most notably, head coaches and general managers. And it isn’t just a few people here and there.

  • A Battle of Metaphors: The Road to Successful...
    By: Steven Gilbert

    I recently heard the metaphor “take the back roads, not the highway” used as advice in an organization where personal pacing and building relationships to get things done is central to success. On reflection, knowing when to “go slow to go fast” can be applied to all organizations. Let me explain.

  • High-Potential How-To
    By: Michael A. Peterman

    In building the ongoing capability needed to execute against its strategic objectives, an organization faces the critical and ever-present challenge of identifying, developing, and retaining its next generation of leaders.

  • No Potential, Know Potential
    By: Nathan Wiita

    Potential, potential, potential. Depending on which popular talent trend you look at (the “war for talent,” baby boomer retirements, etc.), potential—especially with regard to the identification, development, and retention of “high potential” employees—is a prevalent subject.

  • Succession Plans: A House of Cards?
    By: Jessica Bigazzi Foster

    If there is one concern for our clients that has begun to drown out many others, it’s the lack of depth and strength in their executive talent pipelines. Who will solve the complex challenges they know lie ahead of them? Who will take the place of the flood of retiring baby boomers (reaching the age of 65 in the U.S.

  • Tips for Screening Out Arrogant Executives
    By: Michael A. Peterman

    Sometimes a fairly fine line separates self-assuredness — which is desirable in an executive — and arrogance, making it difficult to distinguish between the two as part of the executive selection process. In the interest of doing so, here are recommendations that might prove useful

  • 5 Reasons Why Arrogant Executives Often Mismanage...
    By: Michael A. Peterman

    Arguably the greatest leadership challenge executives face is that of leading transformational change. While the challenge alone is daunting, there are a whole host of personality characteristics that can influence an executive’s ability to lead change effectively.

  • The Difference Between an Average Board and a Great...
    By: Paul C. Winum

    What is the difference between an average board and a great board? Does a great board add differential value to the company it directs compared with an average board? And as a board director, what can you do to make the board you serve on great?

Pages