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For directors, an understanding of leadership styles can enrich judgments and discussions about CEO performance, CEO candidates, and the kind of leadership needed in specific business situations.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
The Heidrick & Struggles survey, Foundations and Building Blocks for High-performing Boards, Asia Pacific Governance Report 2014, identified four capabilities of top boards, with nine drivers feeding into those capabilities.
Imagine that the board of a successful company, facing no apparent crisis, approaches the date of a long-planned CEO succession and finds, to its surprise, that no internal candidate is fully ready to assume the top job.
By adhering to these recommended principles and practices — objectivity, dialogue, appropriate involvement of management, attention to major investors, and prudent use of outsiders — boards can more adequately and accurately respond to an activist’s approach.
Term limits and age limits are blunt instruments for addressing the real issue: creating and maintaining a high-performance board with the right mix of competencies.
In drawing on the Australian data from the annual Board of Directors Survey conducted by Heidrick & Struggles and WomenCorporateDirectors, we find a pattern of directors exhibiting frustration at the pace of board refreshment in the face of demographics and changing business conditions.
The manufacturing sector comprises a wide range of industries, techniques and activities. Alongside established industries such as automotive, aerospace, electronics, capital equipment, food, beverages and pharmaceuticals, new industries are beginning to develop based around emerging technologies. These include low carbon, nanotechnology and advanced materials such as composites.
Introvert or extrovert: The age-old debate never seems to go away. Which are you? And which is better, particularly for advancing your career?
What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.
Todays CEOs face challenges that continue to evolve with unprecedented speed. Unstable markets, greater regulation, heightened public pressure, impact of social media, new technology, and data security, to name a few, all create new areas of risk and opportunity.