Everything successful leadership has taught us
The Board and the CEO matter. Their impact is vast and everything from the result of their organisation to the individual success of its people depends on their effectiveness – short term and long term. Consequently, the cost of their failure is extraordinary, but so are the opportunities that can be realised by securing effective Boards and CEOs. And if these opportunities are to be realised, it is essential that the Board and CEO can be successful in the specific context of their organisation and its needs.
In extensive research conducted by MU, Board Directors and CEOs confirm that they expect and need more professional and objective service from their Executive Search partners and that the candidates put forward lack diversity. They also state most development work with Boards and CEOs does not offer business value. It is clear that a more reliable way of selecting and developing Boards and CEOs is required.
Conventional Executive Search approaches are not effective in predicting which CEOs will succeed or in assembling Boards that are successful. Only 50-60% of CEO and executive leadership appointments succeed.
MU provides a reliable alternative for Board and CEO acquisition and development. Our experts advice, based on MU Leader Selection Science®, leads to improved performance and diversity of leaders. Your organisation will outperform when an MU Expert partners with you to acquire your Board and CEO and advise on their effectiveness and development. Find out more about our science-based approach to the effective selection and development of Boards and CEOs here.
It’s an everyday story. A well-respected firm is appointing a new CEO. On the same day as the new CEO is appointed, a new graduate trainee is employed. Expectations for the former are surely higher than for the latter, that’s why the difference in the degree of scrutiny each hire will receive is peculiar.
Are you facing the challenge of finding the right CEO to steer your company in a new direction and change a stagnant culture? This guide will provide valuable insights and strategies to achieve this transition successfully while retaining valued employees.
As a CEO, the decisions you take are numerous and extensive. Many of your decisions have a major impact on other people and on your organisations results. None-the-less one decision is more important than all the others.
CEOs make and oversee many plans but one plan stands above all others: the CEOs own onboarding plan. Get this plan wrong, and the Board will need to find another CEO who can get it right.
CEOs lead purpose, direction, and execution. And people are central to all. Whilst Boards may have the formal accountability for strategy, it is the CEO who has the task to propose your strategy and explain how it will be executed and measured.
In this article, Jonas Nußbaum and Julia Larsen-Disney interview Freddy Geeraerds, a board member for Webasto China, a global market leader in automotive roof systems, thermal systems, and battery systems.
As a CEO, one of your key responsibilities is to manage your leadership team effectively. However, leading a team with diverse personalities can be challenging.
The role of Executive Board members has evolved significantly over the last ten years, with changing business landscapes and economic conditions.
This three-point plan with your leadership team will ensure they are ready when conditions demand it.
Working through these four lessons from the past will start off your innovation before it is too late to begin.
Answering these 15 questions effectively – and frequently – will bring you the clarity you need to move your organisation through uncertainty undisturbed.
The 4 most important principles to apply when you rethink your organisation.
Applying these 4 principles will start you off on the right path to organisational change and keep you on it.
The four golden rules for implementing change successfully.