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.

New CEOs often think the problem is they aren't being tough enough. So they overcompensate - and destroy their effectiveness trying to lead through fear.

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.

The biggest cost of extended executive job searches isn't financial - it's deeply personal. How to navigate them.

You wouldn't run a company without insurance. Why run one without succession readiness?

Consulting Partner searches are highly complex and require understanding the whole consulting ecosystem.

Team moves are like running several executive searches in parallel, and pose specific challenges.

The right approach depends upon where you stand and what you are trying to achieve.

What makes a great Consulting Partner?

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

Great leadership selection requires looking beyond perfect CVs to assess personality and long-term impact rather than just track records.

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