With the boomer generation transitioning into retirement, 40 percent of leaders currently at the helm of family-owned companies will retire in the next five years, according to a statistic cited by the National Association of Corporate Directors as part of its Director’s Handbook Series. With four in 10 heads of such firms set to step down, it is all the more important to strengthen corporate boards. (more…)
Caldwell Partners recently analyzed the boards of 1,000 publicly held companies in the United States and Canada, yielding a result that surprised many. It turns out that despite the ever-increasing role of technology in corporate operations, few enterprises are acknowledging that standing technology committees and dedicated experts are not so much a luxury as a necessity of leadership in the modern age. After all, it is not a matter of if a company will face a cyber threat or major technological issue but when. (more…)
At Caldwell Partners, we are on the lookout for the cream of the crop, and they deploy a diverse range of tactics to ensure the shortlist of candidates they put together is an optimal fit with a company's needs.
A little tension cropping up in the C-suite from time to time is unavoidable – especially in light of a Harvard Business School study that found CEOs had twice as many direct reports in 2013 as they did in the 1980s. In general, it could be said that the potential for conflict in the C-suite rises in proportion to the number of senior managers present. So, when disagreements erupt, what are CEOs to do?
Although every firm in virtually any industry is vulnerable to risk in some shape or form, many organizations don’t have the necessary frameworks in place to identify, manage and mitigate its effects.
Help your company expect the unexpected. (more…)
In part one, we explored the idea that emotional intelligence – also known as EQ – often takes a back seat to industry expertise, background and skill set when it comes to executive search and recruitment. However, firms that fail to prioritize EQ are putting themselves at a disadvantage, as leaders who exhibit the five EQ tenets (self-awareness, self-regulation, motivation, empathy and social skill) tend to be more successful than their less emotionally intelligent counterparts.
Companies tend to make executive recruiting decisions based on aspects such as a candidate’s industry experience, background and skill set – but how much attention do they pay to another important attribute, emotional intelligence? (more…)
In part one, we examined the phenomenon of “wikification,” in which companies break away from the traditional top-down leadership dynamic and embrace a more egalitarian approach involving what MIT Sloan Management Review contributor Leslie Brokaw described as “managing without managers.” While some enterprises are wholeheartedly embracing egalitarian principles, others are sticking to the model of executive authority – and others still are trying to meet in the middle in a bid to empower employees while still retaining a framework in which senior management leads from the top. (more…)
Everyone is familiar with the traditional structure of top-down leadership: The executives who compose the C-suite make decisions about the company’s trajectory, create (or at least sign off on) its policies and offer guidance to non-senior management teams, to name but a few of their duties. Below them are the aforementioned non-senior managers, of whom there are likely several layers that constitute middle management, and underneath this group are the workers themselves. (more…)
Look before you leap: The importance of conducting in-depth due diligence before accepting a board seat
Much has been written about how prospective directors should position themselves to land their first board position. In our experience, however, too many director candidates are so focused on getting on a board that they neglect to conduct even a modest amount of research about the board opportunities at hand. (more…)
In part one, we took a look at the slump that the oil industry is currently experiencing. Although the prevailing opinion among those in the field seems to be akin to “Batten down the hatches and wait for this to blow over,” R. Todd Bennett of Caldwell Partners’ Dallas office argued that leaders should use the situation as a chance to make management changes, consolidate their companies and streamline corporate operations. (more…)
For people who make their living in the oil industry, it’s tricky to find an up-side to the recent precipitous drop in energy prices. (more…)
There are almost as many different theories about what constitutes good corporate leadership as there are members of the C-suite themselves. Many different elements have contributed to this diversity of opinion, from the prevailing wisdom of the time (for instance, the “Rule with an iron fist” mentality of yester-decade) to various experts’ eagerness to share what has worked for them.
It’s no secret that the oil industry in Western Canada has faced significant instability of late.
When companies need an influx of funding, they often turn to private equity firms for help, but they are sometimes unaware of the changes these firms will require them to implement in exchange for a financial boost.
Recently, analysts from top IT research and advisory firm Gartner presented the top 10 tech trends they expect to significantly impact organizations in 2015 – but what factors go into making a significant impact, exactly?
As startups grow, they must undergo many changes in order to continue building their strengths. For instance, as individual departments expand, middle managers will need to be appointed. In the same vein, as running the company at an executive level becomes too big of an undertaking for the founder to handle alone, he or she must engage in executive search and recruitment efforts to bring on new members of the C-suite.
Venture capitalists have increased the attention they are paying to companies involved in the health care technology space, according to Reuters. Their primary goals are to capitalize upon the transition to electronic health records and take advantage of the rising popularity of personal health monitoring tools such as mobile applications, which can be leveraged via smartphone, tablet, wearable technology (smart watches, for instance) and other devices.
As a result of the Great Recession, the frequency of mega-mergers plunged over the past five years amid economic instability and fears of further upheaval. Now, however, it looks like big corporations are finally done holding back – at least if the recent pace of merger and acquisition activity is anything to go by.
Cloud computing has greatly influenced the corporate landscape, becoming a popular technology that delivers a broad range of benefits. CIOs may have once been hesitant to embrace the possibilities of cloud environments in the past, but they should use this opportunity to implement such services to achieve a number of advantages over aging equipment that cannot keep pace with ever-changing industry demands.
Entrepreneurial CEOs believe what they do and the products they create will change the world. By nature, they are agile, creative and comfortable dealing with uncertainty. Their laser-like focus on how to fix a specific problem allows them to clearly see the solution. Charles Handy wrote in his book The New Alchemists, that entrepreneurs also share two key traits – dedication and doggedness. Combined, these qualities allow entrepreneurs to build businesses with huge potential. (more…)
Just a few short years ago, the term "bring your own device" meant little in the corporate landscape. Since then, BYOD has skyrocketed in popularity, and the majority of firms across virtually all industries have integrated the approach into their daily operations in some capacity. What's more, projections from top research organizations suggest this momentum won't slow down anytime soon. On the contrary, BYOD is set to go from strength to strength.
The C-suite is larger than it has ever been. In fact, a Harvard Business School study published last year revealed that executive recruiting is booming and CEOs have double the direct reports today than they did in the 1980s. With so many more people in the equation, is it any wonder that tension has a tendency to crop up from time to time?