Blog
Through our blog posts, we share insight into our latest thinking. We strive to provide answers to the questions that are important to our clients.
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11.06.18Succession Planning for 21st Century Talent: Part 1
By: David Langdon
Your mission, should you decide to accept it, is predicting and developing 21st century talent. As always, should you or any of your team fail, the C-suite will disavow any knowledge of your actions. This article will self-destruct in two minutes.
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10.30.18Humility and Leadership
By: Jeff Kirschner
Years ago, I shared an early draft of a competency model with a Japanese colleague. He responded, “Where is humility on this model?
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10.23.18A Breakthrough Alternative to Sourcing Talent
By: Paul C. Winum
For more than sixty years, the primary resource for companies seeking outside executive talent to fill key roles has been search firms. The search firm business model has been remarkably resistant to change, with both retained and contingency searches costing as much as a third of first year compensation for the hired executive.
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10.16.18Leverage Your Company’s Pivotal Talent to Maximize...
By: Simon Callow
When the countdown to the new fiscal year begins, companies take a hard look at next year’s spend and carefully allocate resources to people development.
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10.09.18Client Perspective: CEO Ravi Saligram of Ritchie Bros...
By: David Astorino
Designed to help CEOs and senior executives grow in their leadership, this occasional series offers insights on leadership seldom seen in textbooks. This is the second of a two-part interview.
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10.02.18Client Perspective: CEO Ravi Saligram of Ritchie Bros...
By: David Astorino
Designed to help CEOs and senior executives grow in their leadership, this occasional series offers insights on leadership seldom seen in textbooks. This is the first of a two-part interview.
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09.25.18A Different Look at Managing CEO Performance
By: Deborah P. Rubin
According to best practices in board evaluations, you should hire an external expert to conduct the process at least every two to three years. This helps uncover subtle issues and opportunities, increase candor, and reduce the risk of a check-the-box approach by introducing different questions, process, and perspective.
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09.17.18Setting a High Bar for Transformation
By: David Langdon
The conversation in the chairman’s office was serious. Sitting in high-backed leather seats around a highly polished table, we talked about the readiness or not of the business to change. The chairman was concerned, and indeed a little worried.
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09.12.18Developing a Pipeline of Enterprise Leaders:...
By: Michael A. PetermanOne of the biggest challenges facing organizations is developing a robust pipeline of scalable leaders. RHR’s Executive Bench® suite of services is designed to build the next generation of enterprise leaders. As part of this suite of services, RHR first launched Readiness for Scale℠, an in-depth assessment that pinpoints strengths to leverage and...
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09.06.18CEO Selection: Insiders Versus Outsiders
By: Gene Morrissy
I’ve been involved in several situations lately where a sudden CEO departure has left a gaping hole. At times, it is due to a performance or results issue. But there are also a number of times where unanticipated health or life circumstances and issues have caused abrupt changes.