Leadership Model: The Default Perspective

By the time most executives reach the C-suite, they have received dozens of performance reviews and undergone at least a handful of 360-degree feedback processes. Over the years, as each of these review or feedback documents has been handed to them, they’ve gotten into the habit of skimming the first page, flipping past the “Strengths” section, and obsessing unhealthily over the comments in the section titled “Opportunities” or “Challenges.”

CEO Succession: Four Tips to Ensuring Success

CEO succession is not an event, but a series of actions orchestrated over the course of several years. The more one anticipates the nuances and implications of early actions and those that follow, the more successful the eventual selection and transition of the next CEO. Proactively expanding the focus of one’s lens throughout the process can reveal the more nuanced opportunities that might otherwise be overlooked. With this as a backdrop, here are four tips on how to make this go as successfully as possible.

1) The board should engage early and often. 

Jim Barr, Digital & Growth Transformation Leader—Part 3

This is the third and final part of our interview with Jim Barr, a C-level leader who has worked with iconic brands, including Ritchie Bros., an RHR client, as each struggled to adapt to changes in customer journeys. RHR Senior Partner David Astorino interviewed him. Read Part 2 here.

David: What are the leadership skills and capabilities necessary when driving major transformations?

Jim Barr, Digital & Growth Transformation Leader—Part 2

This is the second part of our three-part interview with Jim Barr, a C-level leader who has worked with iconic brands, including Ritchie Bros., an RHR client, as each struggled to adapt to changes in customer journeys. RHR Senior Partner David Astorino interviewed him. Read Part 1 here.

David: What are some important learnings leaders can use and some key steps they can take to drive their transformations?

Learning to Lead in Unlikely Places

I love to use analogies in my work, and I share with executives frequently that taking them out of their own world helps them connect to the idea of feedback in both emotional and intellectual ways, making the learning more concrete. Much of my own insights about life and leadership often come from unlikely sources and rarely from a leadership book. One of my favorite sources is my special-needs daughter.

Why Feedback Matters in Top Team Performance

The current business environment is more uncertain, fast-paced, and dynamic than ever before. In this setting, senior teams must think critically about what they can do differently or where they might improve to optimize the performance of their teams and organizations.

An important part of this is having an accurate—and comprehensive—understanding of the team’s top development needs.

What Great Senior Teams Do

Most discussions about executive team effectiveness typically focus on the ideal mix of personal characteristics or “stages” of team development that need to be accomplished before the team can be classied as high performing.

RHR took a different approach. We compared and contrasted high-performing and low-performing executive teams and then looked at what they did, how often they did it, and which indicators of organizational performance were impacted as a result.

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