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How family businesses can overcome egos and internal conflicts to find their next leader--and put a succession plan in place before it's too late.
We often speak of CEOs as forces unto themselves, when in reality, there can be no CEO leaders without followers—and vice versa.
Leading in today’s complex, uncertain world presents challenges that no amount of preparation can completely take into account. How CEOs are seeking regular, reliable guidance.
How are engineering and construction (E&C) companies finding CEO talent and what type of background should the CEO have?
Across the world, top corporate officers are increasingly assuming a mantle of public leadership by driving purpose-directed company strategies and taking overt stands on important, sometimes divisive social issues.
Egon Zehnder's Pallavi Kathuria discusses the shift in why organizations are looking for ethical and humble leaders.
While the energy industry grapples with new digital realities, executives and boards are being forced to answer a fundamental question: How do you prioritize assets and people in times of transformation?
One could be forgiven, then, for assuming that a good CEO is little more than an omnipotent puppeteer, pulling the strings to assign the right people to the right projects. These are the CEOs of Hollywood screenplay writers. The real world could hardly be more different.
Leadership has never been easy. Yet given the current volatility of the external world—stemming from geopolitical uncertainty, activist pressure, a new generation of employees, and digital disruption—running a large company is both more challenging and less secure than it’s ever been, as the daily drumbeat of CEO departures shows.
Whether it’s racial tensions in a coffee shop or testimony before Congress about privacy, CEOs face a lot of pressure to make things right. But where do CEOs typically turn to when they need honest feedback Not the boardroom.
