C-Suite Preparation for Board Meetings: Do You Know Your ROI?

In the pursuit of good governance, the board of directors of publicly held companies meet four or more times per year, and some board committees meet even more frequently. There is quite a bit written regarding the need for directors to come to these meetings well-prepared, having read the board materials in advance, and ready to contribute their questions, insights, and experience to the dialogue.

Developing Leaders Within Portfolio Companies: A New Approach to Returns for Private Equity Investors

Over the last five years the private equity industry has experienced tremendous growth; a sustained period of low interest rates has made it very attractive to investors. As a result, the money raised by private equity firms has grown substantially, and the largest funds in history have been created and focused on global opportunities. At the same time, there are not as many easy targets in the market. This smaller number of solid available opportunities command higher prices—and a higher price at entry naturally makes it harder to achieve an attractive return on exit, driving a shift in focus from finding lower-priced assets to experimenting with methods of creating stronger returns.

To achieve the level of returns demanded by investors, holding periods are increasing. Several large private equity firms have launched funds with longer lives than have previously been the norm. One particular firm raised $5 billion for a fund with holding periods that are expected to be around twice as long as those of traditional buyout funds. As a result, value creation over the long term becomes the most important driver, and investors will favor firms that can create genuine value through the transformation of companies in their portfolio, and not only through clever, short-term financial engineering. Being smarter about leadership is one way to create value. Doing this requires a shift in the relationship between private equity professionals and portfolio company CEOs. This is particularly true when it comes to the ways in which operating partners help portfolio companies take a longer-term approach to managing leadership talent.

Embracing the Rainbow Wave: How CEOs Can Advance LGBT+ Inclusion

Antonio Zappulla is the newly appointed CEO of the Thomson Reuters Foundation, the philanthropic arm of the world’s leading news and information provider. Antonio joined the Thomson Reuters Foundation as director of Communications in 2013. In 2014, he was promoted to director of Strategy and Communications, and appointed chief operating officer in 2016, responsible for overseeing the Development, Communications, and Monitoring functions of the organization.

Are You Getting the Most from Action Learning? Five Questions To Ask

There are many good reasons to consider using action learning as part of your leadership development approach. Building on the work of Kurt Lewin, Reg Revans, and others, action learning is based on solid science of adult learning. It has been embraced by organizations around the world and is used in prominent executive development leadership programs.

Future of Leadership—Old Wine in New Bottles?

There is not one organization that isn’t feeling the pressure from growing market complexity, technological disruption, and an evolving workforce. It is obvious that having the right leadership is critical if organizations are to successfully weather the storm; however, the field is unfortunately replete with faddish models and concepts that obscure what leadership talent organizations actually need.

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:

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