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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.
It's always a sin to tell a lie. Especially on your resume. Just ask George O'Leary, former Notre Dame football coach, who had to resign his post because he had falsified his resume. Is there a lesson in this for all of us?
YOU CAN GO home again -- with difficulty.
One week later, chances are many of us could name at least one New Year's resolution already broken. I write this with confidence as I finish a late-night snack of the high-fat variety that I vowed to eschew in 2002.
The recovering economy has added pressure on senior executives to demonstrate growth in the earnings and meet rising market expectations. Financial performance that comes in below Wall Street's crystal-ball numbers can wreak havoc...
A long list of studies shown that about half of all new executives fail at their jos, and that almost a third leave them within 18 months. The numbers are surprising, given that top-level hires usually go through about 15 to 20 interviews...
While moving up the organization, I've noticed a high turnover in the senior ranks. It seems like a lot of talented people who were once successful fail to make the grade. How can I increase the liklihood that I will not end up like...
It happens all the time. An entrepreneur turns a brilliant idea into a fast-selling product, pull in money from venture capitalists, and is suddenly the CEO of a successful company. Several years later they're out the door...
Surprising as it may seem, manufacturing's CEOs have something in common with the threatened Barton Springs salamander and the Virginia big-eared bat. Chief executives, too, are on an endangered species list.
If history is any predictor of what's in Santa's goodie bag for the chief executive officers of U.S. publicly traded companies, it looks like a lot of them--perhaps 100 or more--will be receiving pink slips between now and...
During the past several decades, few significant changes to the approach used in selecting new leaders to head up corporations and nonprofits have been made. The most significant innovation has been onboarding.
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 the beginning.
With the economy being at its most challenging level in recent memory, the last thing any company wants is to absorb staggering costs as its management makes frequent leadership changes.
Data on CEO turnover indicates that during a downturn, boards tend to hold off terminating underperforming CEOs and other executives until recovery is in sight.