Careers
NEWS: Board diversity, 9 August, 2022
US boards slow diversity with poor retirement policies
Only 6% of organisations have term limits for directors, and there is reluctance around mandatory retirement policies.
INSIGHT: Board Expertise, 18 July, 2022
How to be an effective chair during volatile times
Now, more than ever, boards need to be on top of their game to make the right decisions and drive growth—effective chairing is the key.
COMMENT: Psychology, 24 May, 2022
Why emotional intelligence is essential for successful leadership
Cold logic is not a vote winner for politicians or board members. Sir Keir Starmer needs to focus on his feelings.
NEWS: Research, 25 April, 2022
Most CEO ‘resignations’ may actually be terminations
Retired, resigned or left the company? A Stanford study suggests more chief executives are pushed out by boards than previously assumed.
INSIGHT: Strategy, 21 April, 2022
Board effectiveness in the new world of work
Boards should use this post-pandemic period to reflect and reinvent themselves and their working practices.
INSIGHT: Leadership, 11 April, 2022
Selecting a direction: the six paths to leadership
The distinct paths taken by executives when assuming leadership roles will influence their perspectives and strategies for success.
NEWS: Strategy, 5 April, 2022
Climate leadership: meeting the challenges of ESG
A new certification programme aims to equip boardrooms with knowledge to confront the challenges and opportunities presented by climate risk.
NEWS: Regulation, 25 February, 2022
UK sanctions on Russia reveal risk of complex corporate structures
Lawyers say extra layers in corporate structures, such as special purpose vehicles, are making due diligence on sanctions more difficult.
NEWS: Leadership, 24 February, 2022
Women hold only 13.7% of executive director roles in FTSE 100
While 37% of all board directors are now women, just six FTSE 100 companies have female CEOs—none of whom are from an ethnic minority group.
COMMENT: Board relationships, 8 February, 2022
The Secret NED: if your board has problems, don’t be a hero
Even the best non-executives shouldn’t presume they can solve all the board’s difficulties, especially those symptomatic of wider issues.