Leading Across: The Superpower That Differentiates Today's Top Senior Leaders

The complexities of organizational challenges require a different type of senior leadership, with a different approach to working relationships. Our research found that the best senior leaders invest as much time in leading across as they do leading vertically, but they feel less prepared to do it well.

Your Diversity Problem Might Actually Be a Succession Planning Problem

This is an opportune moment to solve a longstanding problem with a durable solution: a revamped
succession planning process that reduces subjectivity and widens the aperture of potential successors for leadership roles. (Originally published in Talent Quarterly)

The Three Pivots for Today's CEO

The expectations of the CEO have both increased and broadened. And yet one thing hasn’t changed. The maximum number of hours in a week that any CEO has to offer: it’s still just 168. Our research uncovered the key pivots to leverage a CEO’s most limited resource.

Rolling the Dice: The Troubling State of Succession Development for High Impact Roles

The fate of organizations rests in the hands of leaders in high impact roles.Yet many companies invest little in preparing these leaders, leaving their future success to good intentions and chance. Our research identified the main areas of opportunity for organizations.

Leading Across: The Superpower That Differentiates Today's Top Senior Leaders

Your Diversity Problem Might Actually Be a Succession Planning Problem

The Three Pivots for Today's CEO

Rolling the Dice: The Troubling State of Succession Development for High Impact Roles

Leading Across: The Superpower That Differentiates Today's Top Senior Leaders

The complexities of organizational challenges require a different type of senior leadership, with a different approach to working relationships. Our research found that the best senior leaders invest as much time in leading across as they do leading vertically, but they feel less prepared to do it well.

Your Diversity Problem Might Actually Be a Succession Planning Problem

This is an opportune moment to solve a longstanding problem with a durable solution: a revamped
succession planning process that reduces subjectivity and widens the aperture of potential successors for leadership roles. (Originally published in Talent Quarterly)

The Three Pivots for Today's CEO

The expectations of the CEO have both increased and broadened. And yet one thing hasn’t changed. The maximum number of hours in a week that any CEO has to offer: it’s still just 168. Our research uncovered the key pivots to leverage a CEO’s most limited resource.

Rolling the Dice: The Troubling State of Succession Development for High Impact Roles

The fate of organizations rests in the hands of leaders in high impact roles.Yet many companies invest little in preparing these leaders, leaving their future success to good intentions and chance. Our research identified the main areas of opportunity for organizations.

Research Paper

ProjectNext - Research Paper

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