• What Can I Do? Some Answers to Our White Allies in...
    By: Jimmy Davis

    Over the past week or so, I have received numerous texts from my white coworkers, friends, and mentors with the same sentiment: what can I do to help?

  • Planning and Executing This Year's Board...
    By: Paul C. Winum

    The current COVID-19 pandemic has presented unprecedented challenges for boards and management teams. Every organization has been wrestling with how the health and economic crisis have impacted their company, including the way the board and management team have navigated the threats and opportunities.

  • Is now the time for a new story?
    By: Simon Callow

    Some years ago, when virtual teaming was a fad rather than a necessity, I happened to come across a doctoral thesis on virtual teams. After three years of sweat and toil, the erstwhile student had summed up their work with the phrase “distance amplifies dysfunction”.

  • The New Normal in Governance: A Paradigm Shift?
    By: Jeff Kirschner, By: Deborah P. Rubin, By: Paul C. Winum

    As the coronavirus makes its way across the globe, nearly every person and every business on the planet has been impacted.

  • Dismantle Racism
    By: Dante Capitano

    With the disturbing events of the past week in the U.S., I write with a heavy heart and lots of anger and frustration. Across the country, people are horrified by the recent killings of three African Americans: Breonna Taylor, Ahmaud Arbery, and George Floyd.

  • Do You Have the Right People in Your Foxhole?...
    By: Eden Abrahams

    Being a leader is a lonely job under the best of circumstances. Forging close friendships with work colleagues isn’t part of a CEO’s remit, nor should it be. Even executives who are committed to inclusive and transparent leadership understand that the unique demands of running an organization require a certain degree of circumspection.

  • What CEOs Are Talking About Right Now
    By: Joanna E. Starek

    If you wonder what chief executive officers are thinking right now, here is a small window into those conversations. Recently, RHR International facilitated conversations with groups of CEOs from different industries. The purpose was to allow CEOs to share ideas and to calibrate their thoughts about reopening after the COVID-19 shutdown.

  • CEO Succession and the COVID-19 Pandemic
    By: Jeff Kirschner, By: Deborah P. Rubin

    As the coronavirus crisis impacts our society, it creates some unique challenges for boards. One of the major issues under consideration is whether the chief executive officer who took you to this point is the same leader who can take your company through this challenge and beyond.

  • The Quarterback Problem
    By: Grant W. Levitan, By: Gene Morrissy

    In our last blog, we discussed the National Football League’s scouting challenges and what Major Leagu

  • Setting the Foundation: Building a Strong Board-CEO...
    By: Jeff Kirschner

    Establishing a positive connection between the board and the CEO is never more important than when onboarding a new chief executive officer. Actions taken during the first few weeks and months of a new CEO’s tenure will establish the groundwork for a successful ongoing relationship. Here are some tips for getting off to a fast start.

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