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To reduce the costs of leadership failure, Nat Stoddard has developed a revolutionary process for selecting executives. The book details this approach and how it eliminates leadership failures that plague so many companies.
Co-authored by Rita Foley, Crenshaw’s late expert in directorships and governance, Revolutionary Retirement is a book for Baby Boomers by Baby Boomers about rebooting and reinventing into a great new phase of life.
Published in Harvard Business Review, Kerry Sulkowicz, Crenshaw's Senior Fellow, identifies three distinctive types of harmful confidants and discusses ways in which CEOs can avoid these destructive relationships.
Reboot Your Life draws upon the experiences of the four authors and their interview subjects: 200 people who have taken sabbaticals and 150 organizations offering sabbatical programs.
Crenshaw's Legal Experts outline the changing landscape of executive compensation since the financial crisis of 2008.
Solange Charas, Crenshaw’s Executive Compensation Expert, writes about the dynamics of the boardroom and how certain conflict can actually better a board’s performance.
How should a CEO deal with a high performing executive who is nonetheless something of a rogue within the organization? Steve Axelrod outlines a 5-step plan.
Crenshaw Advisor Steve Axelrod writes about helping organizations respond more effectively during periods of crisis, while building resilience and increasing adaptability for the future by following basic guidelines.
Although books and articles championing the vital role culture plays in business first appeared over 30 years ago, their impact on organizational behavior has not been as great as might have been expected.
During the late 1990s, turnover rates of CEOs of major North American corporations were in the 10-11% range. Beginning this millennium average turnover jumped to 14%—an increase of nearly 50%.
Successful succession planning starts with assessing the needs and culture of the organization.
The high turnover of chief executive officers is a prime indicator of wrong leadership.
Although organizing and implementing the process for selecting a new leader can seem daunting to all those involved, for the HR professional, the work is just beginning.
Successful mergers pave the way for future deals while those that fall short of their strategic or operational goals become impediments for future ones.