Founder succession isn't just a CEO search, it's an identity crisis for both the founder and the entire organization.

The 100-day obsession is mostly wrong, as it pressures new CEOs into superficial wins and hasty decisions. To build the foundation for sustained success, think 6-12-18 months.

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.

For most senior searches below the Fortune Top 500 tier, boutique firms deliver superior outcomes through partner-level attention, local expertise, and genuine partnership that global firms cannot match.

Global search giants remain the optimal choice for highly complex and fully global Fortune 500 CEO appointments.

The best top talent acquisition approach - internal, external, or hybrid - depends on your company's unique situation, not universal best practices.

Anwering to debate on article and showing how authenticity and honesty about challenges can be a real selling argument for the role, too.

Companies and candidates can avoid costly late-stage withdrawals in executive searches by conducting thorough upfront due diligence.

The financial risk of getting executive placement wrong far outweighs the costs of getting it right.

Successful executive search partnerships are built on genuine personal connection rather than technical presentations and fee comparisons.

The Bad News: The cautious executive talent market will persist. The Good News: We will see a massive recruitment boom once this phase is over.

European boards are choosing familiar leadership over diversity.

Successful family business succession requires leaders who understand "the company's soul", not just business metrics.

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.

Successful CEO succession depends on having honest, uncomfortable conversations early - the human element matters as much as process.

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

Board members can make effective CEOs, but boards must avoid treating this as an "easy solution" and ensure rigorous evaluation.

CEOs bring invaluable insights to succession planning, but boards must maintain final decision authority - early collaboration, not crisis management.