Thought Leadership related to Executive Development

Whether you are a board member, C-Suite leader, or chosen successor, earning the trust of the Founder is the cornerstone of your success.

Bringing your whole self to work and recognizing the whole self of others makes leading in turbulent times less lonely.

“We’re facing hard times, and a really tough choice,” said the Chief Executive Officer of a multinational manufacturer, setting out his company’s prospects. At Egon Zehnder, we’ve been hearing this admission more and more from business leaders around the world, as they face rising costs, fluctuating demand, supply chain issues, and other economic, environmental, and socio-political challenges. Peering into an indeterminate future, executives must navigate ambiguous circumstances.

HR was never easy. But the sudden changes that the pandemic generated require great determination to rewrite the rules of the function and truly make a positive impact on employees and business in equal measure.

A detailed executive-onboarding strategy is key.

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.

Benito Cachinero discusses human capital strategy on Wharton Business School's radio series, Leadership in Action.

Economist, politician and corporate lawyer Christine Lagarde’s extensive resume indicates a fitting suit in the role of running the European Central Bank— regardless of critics who note her lack of experience in academic training and monetary policy.

Humility is a top requirement for the emerging workforce. Karl Alleman shares how both individuals and organizations can tap its potential in his latest piece for Fast Company.

Humble individuals often do not see themselves as great leaders that can lead to misconceptions about their abilities and cause them to slip by unnoticed. In reality, this is not an issue of capability, but one of identity, which is something that leaders can develop.

For 30 years, Egon Zehnder has been in the business of assessing leaders along two broad dimensions: potential and competence. One key conclusion? You can’t have either without curiosity. Although we have found that high potentials also need insight, engagement, and determination, curiosity—defined as a penchant for seeking new experiences, knowledge, and feedback and an openness to change—is perhaps most important.

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.