• CEO Succession: Four Tips to Ensuring Success
    By: Deborah P. Rubin

    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.

  • Private Equity Board-Management Team Relationship—...
    By: Steven Gilbert

    Most relationships begin with an exciting courtship followed by a honeymoon period. Then the hard work begins. We often hear the excitement in the voices of both private equity investors and their new management teams as they focus primarily on all the wonderful opportunities that lie ahead.

  • Jim Barr, Digital & Growth Transformation Leader—...
    By: David Astorino

    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.

  • Jim Barr, Digital & Growth Transformation Leader—...
    By: David Astorino

    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.

  • Jim Barr, Digital & Growth Transformation Leader
    By: David Astorino

    Jim Barr is a C-level leader who has worked with iconic brands as each struggled to adapt to changes in their customer journeys. In addition to driving digital transformations, Jim has been a general manager and president of several multi-billion-dollar online and omni-channel businesses. 

  • Why Startups Fail: Founders are the Real Failure Risk
    By: Joanna E. Starek

    According to CB Insights, only 48% of seed-funded companies will raise another round. If a company secures more investment dollars, there is still no guarantee it will survive. What is happening? 

  • Learning to Lead in Unlikely Places
    By: Cristina Jimenez

    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...

  • Why Feedback Matters in Top Team Performance
    By: Jane Lim

    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.

  • Can You Lead a Private Equity Portfolio Company?
    By: David Astorino, By: Steven Gilbert

    Most private equity firms have high levels of debt. They require constant attention to cash flow, spending, debt repayment, and financial targets so their companies can exit in two to five years.

  • What Has Machine Learning Got to Do with Leadership...
    By: Reece Akhtar

    Organizations invest money in assessing, measuring, and modifying a leader’s behavior in the hopes that a few nudges can push the needle. This is not a wasted effort; there is much evidence to demonstrate that this is a worthwhile exercise. But can we do a better job at identifying and understanding a leader’s talents? Yes.

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