Comparing one-tier and two-tier governance isn't about choosing between systems - it's about understanding what makes boards effective and modernizing governance accordingly.

The transition to your first CEO role isn't a promotion - it's learning a completely different job, and here are some traps that derail even the most talented functional leaders.

CEO loneliness isn't something you solve - it's something you learn to manage before it becomes debilitating.

Taking on a new CEO mandate is peppered with potential traps - even for those who've done it before.

Being a great CFO doesn't automatically make you a great CEO – the transition demands a complete rewiring of how you think about leadership.

Boards are creating bigger risks by defaulting to "safe" promotions instead of strategic succession planning.

CHROs should be real strategic business leaders driving organizational success, not just HR administrators.

Boards need directors with real executive talent expertise to drive competitive advantage in today's volatile business environment.

CEO succession should be a strategic, forward-looking process that builds leadership capability, not a reactive event to replace departing leaders.

Executive search addresses immediate leadership needs while succession planning builds sustainable talent pipelines. Great organizations combine both.

Boards should actively develop leadership ecosystems, not just manage CEO succession events.