Podcasts about heidrick struggles

When a Fortune 500 company needs a new leader, it turns to a well-connected headhunter who assesses candidates with psychological tests and mock TV interviews. Zachary Crockett activates his network.   SOURCES:Julian Ha, partner at the executive recruiting firm Heidrick & Struggles.Jane Stevenson, global vice chair of board and CEO services at Korn Ferry. RESOURCES:"The Transformation of the CEO," by Stephen Langton, Rusty O'Kelley, Laura Sanderson, and Sean Roberts (Russell Reynolds Associates, 2024)."Executive Paywatch" (AFL-CIO, 2023)."Diversity matters even more: The case for holistic impact," by Dame Vivian Hunt, Sundiatu Dixon-Fyle, Celia Huber, María del Mar Martínez Márquez, Sara Prince, and Ashley Thomas (McKinsey & Company, 2023)."CEO Tenure Rates," by Joyce Chen (Harvard Law School Forum on Corporate Governenance, 2023)."Best Industries to Recruit for in the US" (Precision Global Consulting).

Ken is back with another fiery “Recruiter Rant,” this time he's taking on employee retention—and trust us, it's not your typical corporate pep talk. He pulls no punches, breaking down why your employees are fleeing faster than your Wi-Fi during an important Zoom call.  Ken dives into the real reasons behind the great employee escape, and spoiler—it's not because your office snacks are subpar. He takes aim at outdated engagement programs that haven't evolved since the fax machine, stale career development boxes that get checked but rarely fulfilled, and the assumption that offering “perks” is enough to keep people around.   In this no-holds-barred episode, Ken tackles the multigenerational workforce, explaining why Gen Z craves flexibility, Millennials demand work-life balance, Gen Xers seek autonomy, and Boomers—well, they just want to be heard.   Tune in for hard-hitting, no-nonsense advice on how to stop treating employees like numbers and start treating them like the humans they are. If you're serious about retention and keeping your team from sprinting toward the exits, this episode is your wake-up call! Ready to overhaul your approach?  Have questions or personal experiences? Drop us a message or Join the conversation on LinkedIn.—share your own succession planning horror stories and tips. Don't miss out—subscribe now and share this episode with your network! Hiring matters — mess it up! What you will learn: Uncover the Real Reasons: Learn why your employees are leaving faster than ever and what you can do about it. Generational Insights: Discover what each generation—Gen Z, Millennials, Gen X, and Boomers—really want from their employers. Effective Engagement Strategies: Find out why employee engagement is the secret sauce for retention and productivity. Career Development Matters: Explore how strong career development programs can significantly improve retention rates. The Power of Recognition: Understand how appreciation and recognition can enhance employee loyalty. Work-Life Balance Essentials: Learn why promoting work-life balance can be a game-changer in reducing turnover. Expert Advice: Get hard-hitting, no-nonsense insights from Ken Schmitt that can transform your approach to retention. About Your Host: Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." Follow Ken on LinkedIn Powered by TurningPoint Executive Search: Helping business hire right.

In this Recruiter Rant Ken takes a sledgehammer to the sacred cow of corporate contracts: non-competes. Are they protecting businesses or just handcuffing employees? Ken dives into the murky waters of non-compete agreements—unpacking their morality, legality, and the head-scratching ways they're enforced across industries. Using real-world examples, Ken explores how these agreements impact employee freedom, stifle innovation, and whether businesses might be shooting themselves in the foot. Are non-competes a necessary evil or just plain evil? Tune in to find out! Spoiler alert: Ken's taking sides. Got questions or a non-compete story of your own? We'd love to hear from you! Drop us a message or Join the conversation on LinkedIn—share your thoughts and experiences! BONUS: Check out our infographic, Locked In or Locked Out: Non-competes by the Numbers, packed with insights that break down the numbers and reveal what they really mean for both employees and employers : https://turningpointexecsearch.com/non-competes-by-the-numbers/ Don't miss out—subscribe now and share this episode with your network! Hiring matters — mess it up! Takeaways: The enforcement and impact of non-competes vary wildly across industries and state lines. Lawmakers are pushing to reform non-compete laws, aiming to protect businesses while giving workers more freedom to change jobs. Businesses need to tread carefully, crafting non-competes that are both enforceable and fair—or risk backfiring. As legal norms evolve, companies must stay ahead of the curve, adapting to new expectations in the employer-employee relationship. Non-competes can trap employees, stifling their mobility and career growth. Chapters: 00:00 Introduction and Setting the Stage 01:53 The Impact of Non-Competes on Businesses 04:43 Employee Perspective: Signing Non-Competes 07:07 The Harmful Effects of Broad Interpretations 09:57 Legislative Efforts to Reform Non-Compete Laws 1 0:54 Adapting to the Changing Norms and Legal Landscape About Your Host: Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." Follow Ken on LinkedIn Powered by TurningPoint Executive Search: Helping business hire right.

Think your succession plan is solid? Think again! In this episode, we're ripping the lid off a topic companies often avoid talking about—succession planning. If your strategy is simply crossing your fingers and hoping for the best, prepare for a wake-up call. With just 35% of organizations having a formal plan, most leadership transitions are a high-stakes game of hot potato. Ken's exposing why your company's future could be hanging by a thread if you haven't properly prepped your successor. Spoiler alert: That “ready-to-go” leader might turn out to be a disaster in disguise. Get ready for a no-holds-barred look at why every position has an expiration date, how failing to plan could throw your shareholders into a panic, and why fostering a culture of continuous learning and diversity might just be your ticket to avoiding chaos when change comes knocking. Sit down and hold on as we uncover why so many companies are just one leadership exit away from utter mayhem. BONUS: Download our Succession Planning Checklist - a practical guide to ensuring a smooth leadership transition and safeguarding your organization's future.   Ready to overhaul your approach?  Have questions or personal experiences? Drop us a message or Join the conversation on LinkedIn.—share your own succession planning horror stories and tips. Don't miss out—subscribe now and share this episode with your network! Hiring matters — mess it up! Takeaways: Succession planning is crucial for the future of any organization. Companies with well-executed succession plans see a 20% higher return on investment. Embracing change and using it as a catalyst for innovation is crucial for organizational success. Creating a culture where succession planning is seen as a sign of strength is important. Considering diverse candidates and fostering a culture of continuous learning are key elements of effective succession planning. About Your Host: Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." Follow Ken on LinkedIn Powered by TurningPoint Executive Search: Helping business hire right.

Prepare for a deep dive into the contentious world of compensation. In this episode, Ken challenges conventional wisdom on pay structures, revealing startling insights from his decades in executive recruiting. From how companies risk losing top talent by pinching pennies to why many candidates fail to negotiate effectively, Ken exposes the pitfalls of outdated approaches.    Buckle up as he explores why transparency and market alignment could be the keys to unlocking a more equitable and motivated workforce. Whether you're an employer striving to attract top talent or an employee aiming to secure your worth, this episode is packed with insights that will make you rethink everything you thought you knew about compensation. Hiring matters — mess it up! About Your Host: Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." Follow Ken on LinkedIn Powered by TurningPoint Executive Search: Helping business hire right.

Are you at the crossroads of traditional hiring methods and the allure of AI technology? Wondering if embracing artificial intelligence could be the magic bullet your recruitment process needs? Join me, Ken Schmitt, as we unravel the tangled web of AI in recruitment. From the seamless automation of candidate screening to the intricate analysis of facial expressions, we'll delve deep into the pros, cons, and complexities of integrating AI into your hiring strategy. But beware, for amidst the promises of efficiency lie the pitfalls of relying solely on algorithms. Discover why relying solely on algorithms can backfire and why maintaining a human touch is the linchpin to ensuring effective, unbiased recruitment outcomes. Get ready for a journey into the heart of modern recruiting, where technology meets humanity, to find your next superstar employee! Hiring matters — mess it up! About Your Host: Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." Follow Ken on LinkedIn Powered by TurningPoint Executive Search: Helping business hire right.

In this episode of Tech Talks Daily, we delve into the seismic shifts AI adoption is bringing to the technology landscape with Sam Burman, a partner at Heidrick & Struggles. As AI continues to revolutionize industries, it's not just transforming business operations but also the very fabric of leadership and career progression in the tech world. Sam Burman brings his extensive expertise to the table, shedding light on how the rapid integration of AI is altering the traditional career ladder. With companies entering an AI recruitment arms race, traditional career progression models are becoming obsolete. We explore how tech giants are now seeking and cultivating talent directly from top universities, propelling fresh graduates into high-level roles right from the start. This trend is reshaping the future of leadership teams and creating unprecedented opportunities and challenges.   Moreover, Sam discusses modern leaders' crucial qualities to navigate this new era. Emotional intelligence, storytelling skills, and fostering trust and transparency around AI are now indispensable. We'll also touch on the latest findings from Heidrick & Struggles' survey of 201 executives in Europe and the US, revealing the current state and future direction of AI and data analytics in leadership roles. Sam will provides reassuring guidance on how businesses can embark on their AI journey with focused use cases, assuring them that it's a step-by-step process rather than a daunting overhaul of entire leadership structures. Are we ready for a future where AI dictates the rhythm of career advancements and leadership structures? How can businesses ensure they effectively and responsibly integrate AI into their operations? Join us for this thought-provoking discussion and share your thoughts on how AI transforms the workplace. For insights and information, visit Heidrick & Struggles online and connect with Sam and his team.

Ever felt the sting of a hiring decision gone awry? What if I told you the culprit might just be lurking in your inner circle? Strap in for a reality check as we uncover the dangerous allure of hiring friends over qualifications. Prepare to uncover the hidden biases and pitfalls lurking in your hiring process as Ken navigates the treacherous terrain of hiring based on friendships instead of merit. Ken reveals the hard truth that unconscious bias often leads us to hire individuals who resemble ourselves, hindering diversity and innovation within teams. Get ready to revolutionize your approach with Ken's practical insights. Discover actionable strategies you can implement in your hiring process right away, ensuring you're building teams that bring fresh perspectives to the table and driving success. If you're ready to build stronger, more diverse, dynamic teams, tune in now. About Our Host:     Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters."  Follow Ken on LinkedIn   Powered by TurningPoint Executive Search: Helping businesses hire the right leaders. Visit https://turningpointexecsearch.com/

Fed up with companies asking irrelevant interview questions, Ken is dropping some truth bombs about interviews. He challenges the status quo and reveals that years of experience are about as useful as a paper umbrella in a hurricane when it comes to predicting performance. With nearly nine out of 10 new hires crashing and burning due to issues unrelated to their tenure, like motivation and emotional intelligence, Ken pulls no punches in calling out the obsession with irrelevant metrics. He shreds the myth that past experience is a golden ticket to success, emphasizing that it's not about what you did in your past job. Instead, companies should interview for experience within the context of the company's culture, rather than experience alone. In this fiery rant, Ken challenges companies to ditch the outdated interview questions and replace them with structured behavioral questions. But don't worry, Ken has more than just a rant to share; he reveals common mistakes and some primetime solutions you can implement now. It's time to get real about hiring and stop scaring off potential rock stars with your archaic criteria. Hiring matters — don't mess it up! About Our Host:     Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters."  Follow Ken on LinkedIn   Powered by TurningPoint Executive Search: Helping businesses hire the right leaders. Visit https://turningpointexecsearch.com/

I was reading an article by Anjli Raval in the Financial Times about the transition for CFOs to the CEO job. She quoted a survey by Heidrick & Struggles which showed a third of CFOs in the FTSE 100 firms became the CEO.  This is up from 21% in 2019.  Raval makes an interesting observation, “research shows that CEOs promoted from the CFO job do not drive top-line revenue growth as quickly as those from other backgrounds, particularly in the first few years”.  Why is that the case? The article offers a few reasons about these promoted CFOs having a “cash-preservation mindset over a drive to pursue new opportunities”. Also, as the CFO, they had been making tough budget allocation decisions which had not been popular with their division head colleagues. Now they are the boss, but not everyone is happy about it.  As Yogi Berra said, “Leading is easy. It is getting people to follow you, which is hard”. That skill set isn't taught to people trained in finance and accounting.  Analytical people, in general, are not particularly people focused.  They are focused on the numbers and protecting the cash flow.  Nothing is wrong with that but the leader's role is different.  They need a defined set of skills and usually they are promoted to CEO, but given no training on the areas where there are bound to be gaps. Sales skills are not part of their academic curriculums and usually nothing they have ever done themselves.  If you are the boss of an organisation with a salesforce, then your accounting credentials count for nothing.  No one in sales will take you seriously as having any opinion worth regard.  Salespeople are a tough crowd.  They are self-sufficient, robust, resilient, self-made in their careers based on their success in selling solutions to buyers.  From their point of view, someone who just counts up the numbers, but has never sat across from thousands of ornery buyers, won't command much respect. Fancy degrees and letters after your name are irrelevant to salespeople. If the new CEO wants to get salespeople behind them, then they had better spend a lot of time with their salespeople visiting buyers and hearing firsthand how tough the profession of sales is.  I am thinking back to all the CFOs I have worked with and in my experience, most of them looked down on salespeople.  That attitude won't win any hearts and minds and as the boss, we need our salespeople to be fully committed and firing on all cylinders.  Treating the salespeople as the great unwashed may make the new boss feel superior, but salespeople are experts at reading between the lines and summing people up very quickly.  They won't be fooled. The other usual skill gap is in dealing with all different types of people.  When you spend your career in technical specialty areas, there is a common language and understanding with your immediate colleagues which is not shared outside your division.  Lawyers, engineers, IT people spring to mind.  Their education didn't put much emphasis on communication and people skills and when they become the boss, that gap is highlighted. Does the organisation recognise that and give them any training?  Usually “no”.  Somehow it is imagined they will just magically transform themselves after a long career path in a box and become hale fellow well met types to the masses. I am thinking of a lawyer I know here.  I see him at a lot of networking events and always wonder about what he is trying to achieve?  Presumably he is looking of potential business as a lawyer.  Interestingly, when I engage him in conversation, he is stiff, awkward and definitely does not make you feel welcome, comfortable or relaxed in his company.  The contradiction of aims and reality is quite profound. If you make the leap from technical person to leader, then you need to work on yourself.  The company might give you an Executive Coach, but unless they are experts in communication and people skills, they will just ask a bunch of deep, meaningful and searching questions and provide no answers.  Very unsatisfying in my experience. Take personal accountability and get help on improving your communication skills pronto.  Also, make a bigger effort to learn how to get on with people who are just not like you and never will be like you.  We can't fire everyone who is different to us, as much as we may think that is a good idea.  It is better to change ourselves and become more skilled in working with people than eliminating the very people we need to make the organisation a success.  If we don't get the people and communciation parts right, then we will struggle to have people follow us and our time at the top with be brief.    

Are your job descriptions repelling potential rockstar employees faster than you can say "Monday morning meeting"? Do they read like a laundry list of demands or a cryptic puzzle that even Sherlock Holmes couldn't solve? In our latest Recruiter Rant, Ken challenges the status quo of job descriptions by diving headfirst into the absurdity of ridiculous requirements and outrageous expectations. (Read: degrees, specific industry experience, arbitrary skills such as "good communication skills" or proficiency in Word and Excel.)  He confronts the gaping chasm between these archaic job specs and the vibrant reality of the modern job market, where overly restrictive criteria act as a giant "KEEP OUT" sign for qualified candidates. Don't worry, Ken's has more than a rant to share. He has some primetime solutions you can implement now to rewrite the job description rulebook and bring some sanity back to hiring! Hiring matters — don't mess it up! About our host:     Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." 

In this very special episode, Adam Pacifico of The Leadership Enigma podcast got together with Dr Gary to talk all things The Unlock Moment. We talked about Gary's personal journey and how he discovered purpose in coaching, speaking and podcasting. And we discovered a powerful Unlock Moment in Adam's own journey, the day he dropped his daughter off at rehab for addiction and tuned into his own vulnerability as a parent.Adam Pacifico is a partner at global leadership and recruitment firm Heidrick & Struggles. A qualified lawyer, he prosecuted and defended in the criminal courts and took 6 years from the Bar to become a serving police officer with the Metropolitan Police. Adam has personally trained over 50,000 people nationally and internationally as a global educator, keynote speaker and conference chair. He is a fully qualified barrister and member of Red Lion Chambers and Inner Temple.--Adam Pacifico: https://www.linkedin.com/in/adampacifico/The Leadership Enigma podcast: https://www.youtube.com/channel/UC-QgWo_6C-dQzQasZpJ-pFQ --The Unlock Moment podcast is brought to you by Dr Gary Crotaz, PhD. Downloaded in over 100 countries. Find out more at https://garycrotaz.com and https://theunlockmoment.com

Are you a small executive search firm striving to stand out among large competitors in the industry? Fear not, for opportunities abound for those who dare to innovate and differentiate. While larger firms may wield extensive resources and brand recognition, small firms possess agility, adaptability, and personalized services that can be leveraged as competitive advantages in the ever-evolving recruitment landscape.   I am excited to share this episode with special guest, Bob Kondal, a top-performing headhunter in Private Equity and Private Credit. This episode is packed with behind-the-scenes stories from twenty years of experience in recruitment that you don't want to miss!   Bob and I touched upon relevant topics such as winning clients as a small firm, storytelling in business, prepping for client meetings, MPC marketing, diversity, and how we achieves a 100% offer to job accepted ratio - that's right, zero turn-downs.  Episode Outline And Highlights [02:36] Rocky start – Bob's first recruiting job at Huxley Associates; how he progressed from being on the verge of quitting to becoming the top biller [08:42] Bob's journey from recruiting to equity trading to starting his own search firm  [10:50] Challenges and successes: Bob's milestones as a solo search firm owner [14:27] How to shift client's misconception that working with the bigger search firms will yield better results   [19:30] How to use superior performance metrics as a selling point [23:07] Storytelling in business: How to pitch against larger firms and win [30:01] Prepping for a client meeting [33:18] Memorizing teams: Bob shares why and how he memorized teams  [40:06] Execution: Bob's process that allows him to achieve zero job turn-downs [44:55] Opportunistic introduction: How often Bob uses MPC marketing to spark conversation with potential clients  [50:29] The trend toward Diversity in private equity and private capital recruitment [51:32] Discussion on “Thinking Fast and Slow”  [1:00:09] Investing in your copywriting skills and Bob's book recommendation  [1:01:34] Why Bob practices Brazilian Jiu-jitsu and how it applies to the world of recruitment   4 Ways to Stand Out From the Competition and Win New Business as a Small Firm   Bob goes to great lengths to stand out from the competition. He believes that so many recruiters are looking for a quick fee, with little regard for the long-term results, and do not spend enough time understanding candidates or the employer they are representing.    He describes 4 different strategies he uses to stand out and stay at the top of our game.   The power of storytelling:  Bob attributes their high interview acceptance rates and minimal drop-offs to the clarity of their approach. Instead of simply sending job listings, he advocates engaging candidates through a 30-45 minute discussion about their career.  Getting market research and execution right: You only need two things in search: research and execution to help you as an organization achieve zero turn-downs and maintain a competitive edge. This enhances attention to detail, which not only wins business but also cultivates stronger client relationships and satisfaction. Prepping for client meetings: One of Bob's key insights around client meetings is how extensively he prepares.  In addition, he runs the meeting quite differently to other recruiters, for example asking about their investment philosophy. Memorizing teams: Bob explains that the client, as a search headhunter, wants to know if you, as a recruiter, know their market inside out. During Covid, Bob set himself a challenge to memorize whole teams, including where they went to university, what they studied and what grade they achieved. Like me, you will admire Bob's refreshing, proactive, responsive, and highly professional approaches and how he delivers service to his clients.    Our Sponsor This podcast is proudly sponsored by i-intro    i-intro® is an end-to-end retained recruitment platform. Their technology and methodology allow recruiters to differentiate themselves from the competition, win more retained business, bigger fees, and increase their billings. Their software combined with world-class training enables you to transition from transactional, contingency recruiter to consultative, retained recruiter. Instead of being perceived as a “me too” vendor, you'll be positioned as a “me only” solutions provider. Be sure to mention Mark Whitby or The Resilient Recruiter. Book your free, no-obligation consultation here: https://recruitmentcoach.com/retained   Bob Kondal Bio and Contact Info  Bob has 25 years recruiting experience. He started his career with Huxley Associate in SThree. At the time Huxley were the most profitable company in SThree. Bob was the all-time top producer at Huxley in 2001. He's focused on Executive Search in Private Equity and Private Credit for the past 18 years and runs his own firm, Melrose Partners. He was also an equity investor in the City and was a regular commentator on CNBC. His peers from his previous employer are European and Global Heads at Heidrick & Struggles, Russell Reynolds, Spencer Stuart etc. Bob on LinkedIn Melrose Partners  website link   Connect with Mark Whitby Get your FREE 30-minute strategy call Mark on LinkedIn Mark on Twitter: @MarkWhitby Mark on Facebook Mark on Instagram: @RecruitmentCoach   Subscribe to The Resilient Recruiter   If you've been enjoying the podcast, please take two minutes to leave a review. Your review is greatly appreciated because it helps us attract a bigger audience and help more recruiters.

Ever feel like you're stumbling in the dark when it comes to understanding why candidates or hiring managers vanish into thin air? Ken is tackling one of his biggest pet peeves and one of the most irksome frustrations in the business world: ghosting. From seasoned executives to top-tier job seekers, ghosting continues to plague the hiring process, leaving professionals scratching their heads. But fear not! Ken is here to shine a bright light on this elusive phenomenon, offering invaluable insights and strategies to tackle it head-on. Join Ken as he delves deep into the heart of the matter, uncovering the hidden truths and consequences of ghosting. With his expert guidance, you'll gain the knowledge and confidence needed to navigate the murky waters of hiring with ease. Don't let ghosting haunt your recruitment efforts any longer. Tune in to Ken's transformative advice and revolutionize your approach to hiring, forging stronger connections and fostering a culture of accountability along the way. Hiring matters — don't mess it up!  About our host:   Ken Schmitt is an industry veteran with nearly three decades of expertise in executive recruiting. He shares the wealth of knowledge gained from working with a large regional agency, the globally renowned Heidrick & Struggles, and founding TurningPoint Executive Search—a distinctive firm dedicated to fostering high-touch partnerships. With a wealth of experience and a passion for elevating the executive recruiting landscape, Ken brings a unique perspective that enriches every episode of "Hiring Matters." 

Are you an executive getting ready for your next career move? Need advice on how to step away from your current role and figure out what's next? Thinking of taking a sabbatical or transitioning to retirement? Tune in to the expert advice you need to make your next move successful!    In this episode of Off the Wall, host Jessica Gibbs welcomes Deborah Brecher, President and Managing Director of Tandem Group, to give you advice on navigating change, growth, and transitions in your career. Today, she highlights the three most common transitions executives experience in their careers and how to move through them with ease.    Throughout the discussion, you'll learn how to get ready for your next executive role, how to make a career move, and how to step away. Deborah gives fantastic advice on branding yourself as a trustworthy executive, strategically identifying what the next chapter of your career looks like, and how to ensure your next executive role is fulfilling. She also details how you can leverage your network to propel your career to the next level.    If you're ready to take on more leadership responsibilities, shift into a new industry or company, or step away from your career altogether, Deborah's advice will certainly guide you in the right direction.    “The first place to work is with yourself because when you go look for your next opportunity, you've got to come at it from a place of positivity and belief in yourself.”   – Deborah Brecher    Please see important podcast disclosure information at https://monumentwealthmanagement.com/disclosures.        Episode Timeline/Key Highlights:  [00:19] Introducing Deborah Brecher & the topic of today's episode.  [01:56] How to prepare for your next role as an executive.  [10:41] Personal branding tips for executives.  [15:55] How to make your next career move (and make sure it's fulfilling).  [27:57] Approaching your next role when it's an unexpected change vs. your own choice.  [31:46] Taking a career sabbatical: Is it worth it for executives?  [34:02] Act III: Navigating the last chapter of your career.  [37:04] How to step away from your career and plan a fulfilling retirement.  [41:56] When it's time to grit and when it's time to quit.   [47:00] About Tandem Group.      Resources Mentioned:  Follow Tandem Group on LinkedIn: https://www.linkedin.com/company/tandem-group-inc-  Tandem Group's website: https://www.tandemgroupinc.com  Tandem Group's blog “To The Point”: https://www.tandemgroupinc.com/blog  Center for Creative Leadership: https://www.ccl.org  Spencer Stuart: https://www.spencerstuart.com  Russell Reynolds: https://www.russellreynolds.com  Heidrick & Struggles: https://www.heidrick.com  Man's Search for Meaning by Viktor Frankl: https://bit.ly/45W9Urx    About Deborah Brecher:  Deborah Brecher works with CEOs, senior leadership teams, and Boards of Directors at global companies to diagnose organizational performance issues, design and implement large scale transformational journeys, CEO and senior leadership succession planning, BOD effectiveness, and talent pipeline management. She's had the opportunity to speak and author articles on a range of topics from CEO succession to how leaders must adapt post-COVID-19 to attract and retain good people. Most recently, she led a panel discussion for an NACD (National Association of Corporate Directors) Master Class on CEO succession planning.    Connect with Deborah on LinkedIn: https://www.linkedin.com/in/deborah-brecher-94ab1914a    Connect with Monument Wealth Management:  Visit our website: https://bit.ly/monumentwealthwebsite   Follow us on Instagram: https://bit.ly/MonumentWealthIG   Follow us on Twitter: https://bit.ly/MonumentWealthTW   Connect with us on LinkedIn: https://bit.ly/MonumentWealthLI   Connect with us on Facebook: https://bit.ly/MonumentWealthFB   Connect with us on YouTube: https://bit.ly/YouTubeMWMFit    About “Off the Wall”:  OFF THE WALL is a podcast for business professionals and high-net-worth investors who want to build wealth with purpose. A little bit Wall Street, a little bit off-the-wall; it's your go-to for straightforward, unfiltered wealth advice on topics that founders, business owners, and executives care about.    Learn more about our hosts, Dave and Jessica on our website at https://monumentwealthmanagement.com.   

“Diversity, Equity, and Inclusion (DEI) is a priority to the next generation of employees. Their expectation is to see leaders who look like them and to know organizations are committed to DEI long-term — not only during times of social crisis.” The Future of Recruiting 2023 LinkedIn Report Embracing diversity in the recruitment industry is a progressive move that not only brings commercial benefits. It is a long-term commitment that aligns with the values of the current and future employees. I am delighted to share this episode with a very special guest, Alexis Alvarez.  Alexis is a diversity advocate and the founder of Career Rockstars, a boutique talent and diversity search firm that partners with lower and middle-market PE firms in the United States and Europe. In this episode, she shared how they became diversity recruitment specialists for lower and middle-market private equity firms, with diversity hires of 60-75%.  Alexis has over 10 years of recruiting experience and is also a podcast host. Her show is called Take the Stage - Ladies Who Rock, conversations with rockstar women from the world of private equity. Episode Outline and Highlights [01:46] From the US to the Middle East and Europe -  hear Alexis' recruitment career journey. [12:30] How Alexis started her Private Equity (PE) recruitment firm. [21:39] Why truly embracing diversity can be a key differentiator to a recruitment company. [26:00] A retrospect to Alexis' biggest achievements as a recruitment business owner including key learnings. [29:07] Do you consider yourself the biggest challenge in your recruitment career? Listen as Alexis shares how she can relate.  [32:02] Discussion on how to dislodge self-limiting beliefs. [36:18] Career Rockstar's critical success factor: Patience, Purpose, and Intention framework. [40:20] Launching “Take the Stage Ladies Who Rock” - adding value to the recruitment industry through podcasting.  [51:12] David vs Goliath - the story of how Alexis won a huge deal over Heidrick & Struggles. [56:40] Navigating the unseen challenges of working full-time as a mom and recruitment business owner.   Truly Embracing Diversity as a Key Differentiator   Career Rockstars' unique selling point is its commitment to diversity and inclusion. Alexis has a remarkable  60 to 75% diversity placement rate in her company. They prioritize diversity in their searches. This approach attracts like-minded firms that are also committed to diversity.    What led Alexis to adopt this approach? She explained, “And I don't know why, maybe it's being, growing up in LA, you're in a really diverse setting... It was really like in 2020 when the world was falling apart. I'm seeing everything happen in the US. I just thought, what's happening, like, I could be doing more… I  just thought, okay, well, what can I do? And that's really when I decided to double down on increasing the number of diverse candidates that are in my pipeline, at least. And that's really how it started.”   Like me, you will also be inspired by Alexis' passion and positive energy while sharing her story. How are you embracing diversity in your recruitment firm? Doing so is a progressive move that brings significant advantages. By fostering an inclusive culture and actively seeking diverse talent, recruitment companies create a more dynamic and forward-thinking business mindset.   Operating Under the Patience, Purpose, and Intention Framework   Alex shared her work framework involving patience, purpose, and intention. This is aligned with her business model and also a no-nonsense approach to coming up with solutions for her clients. Some valuable insights that Alexis shared are:   Patience - this entails planning in advance and not over-complicating things.  Purpose - having clarity on purpose and the “why” of doing things will lead you to plan with intention. Intention - this is credibility through action.   This benefits Alexis both personally and professionally. She explains, “So not only with the clients that I work with and telling them how to help them and what they need to do and what patience in their context means and purpose and intention in their context means, but like with candidates who want to make a move, it's the same simple concepts that are applied, but just you're adapting them to different scenarios.”   Dislodging Self-Limiting Beliefs   A lot of us can relate to another key topic that Alexis and I discussed: overcoming self-doubt. When I asked her about the biggest challenges she had to face, she mentioned that her biggest obstacle is self-limiting beliefs. I admired how Alexis transparently laid out how she felt when she had to deal with insecurity, an impostor mindset, and self-doubts. We then discussed how she is able to greatly improve her confidence with the support of her husband. She also talked about the value of joining a coaching group.    Our Sponsors   This podcast is proudly sponsored by i-intro    i-intro® is an end-to-end retained recruitment platform. Their technology and methodology allow recruiters to differentiate themselves from the competition, win more retained business, bigger fees, and increase their billings. Their software combined with world-class training enables you to transition from transactional, contingency recruiter to consultative, retained recruiter. Instead of being perceived as a “me too” vendor, you'll be positioned as a “me only” solutions provider. Be sure to mention Mark Whitby or The Resilient Recruiter. Book your free, no-obligation consultation here: https://recruitmentcoach.com/retained   Alexis Alvarez Bio and Contact Info   Career Rockstars Founder, recruitment expert, and diversity advocate, Alexis Alvarez is a steward of capital...human capital. She delivers value-creating impact working with L&MM PE firms who want to increase their diverse hires and broaden their talent pools.   With 15 years of recruitment experience, Alexis knows that firms simply cannot hire high-caliber diverse talent with a low-caliber, or non-existent, diversity strategy. She understands that attracting, and retaining, diverse talent requires patience, purpose, conscious effort, and intention. This approach, together with her positive energy and ability to find and attract outstanding talent, make her a true talent partner.   Alexis' commitment to diversity started as a child growing up in Los Angeles. As a first-generation American, she was raised to embrace different cultures, races, and religions, understanding from a very early age that being different was not a weakness but a strength. That upbringing has served as a guiding principle throughout her life: different is good and more often than not, great!   Prior to founding Career Rockstars, Alexis led recruitment efforts in the European and Middle Eastern digital TV spaces, working with HBO Europe and StarzPlay Arabia. She holds an MBA from IE Business School in Madrid, Spain, and a BS in International Business from CSU Northridge. She is a lover of languages and considers herself a hard-core Godfather fan, and when not playing referee to her three young children, tries to squeeze in time for reading and sewing.   Alexis on LinkedIn Career Rockstars website link Take the Stage Podcast link   People and Resources Mentioned   The 2023 Future of Recruiting LinkedIn Report   Connect with Mark Whitby Get your FREE 30-minute strategy call Mark on LinkedIn Mark on Twitter: @MarkWhitby Mark on Facebook Mark on Instagram: @RecruitmentCoach Related Podcast You Might Enjoy TRR#154 How to Improve Equity, Diversity, and Inclusion in Your Recruitment Process, with Jo Major TRR#102 How Recruiters Can Promote Diversity, Equity, and Inclusion, with Chikere Igbokwe  TRR#57 Diversity as a Differentiator – How Recruiters Can Attract 70% More Diverse Talent, with Helen McGuire TRR#12 The Commercial Value of Diversity and Inclusion in Recruitment, with Raj Tulsiani Subscribe to The Resilient Recruiter  

In this podcast episode, we'll discuss the challenges facing CPG leaders in a rapidly evolving industry. We'll explore how they can balance increasing demands while maintaining focus on their core responsibilities and driving growth. We'll also discuss how leaders from different functional areas can collaborate effectively to leverage insights from customer data, drive innovation, and improve overall business performance. We'll examine the key skills and competencies companies should prioritize when recruiting and developing leaders. Finally, we'll look at strategies to ensure multifaceted leaders remain agile and effective in driving growth and innovation while avoiding burnout or loss of focus. In the rapidly evolving CPG landscape, where technology and customer expectations continue to transform the industry, how can CPG leaders effectively balance the increasing demands of their roles while maintaining a strong focus on their core responsibilities and driving growth in their respective markets? As data-driven decision-making becomes increasingly critical to success in the CPG industry, how can leaders across different functional areas – such as marketing, sales, and supply chain – collaborate more effectively to leverage insights from customer data, and how can this collaboration drive innovation and improve overall business performance in the CPG sector? Considering the blurring lines between communications, marketing, sales, strategy, and digital roles in the CPG industry, what key skills and competencies should companies prioritize when recruiting and developing their leaders in order to keep up with the fast-paced and competitive nature of the market? As private equity firms continue to consolidate responsibilities into fewer leadership roles within the CPG sector, what strategies can companies employ to ensure that these multifaceted leaders remain agile and effective in driving growth and innovation, while avoiding burnout or loss of focus?

Chris is currently the Application Architect for Heidrick & Struggles Chris has worked in eCommerce for 25+ years Chris has a deep specialisation in enterprise and solution architecture and dev engineering of eCommerce platforms Chris has also specialised in B2B eCommerce for a good portion of his career and was part of the original development team that built IBM Websphere Commerce and its B2B eCommerce functionality - one of the first in the game to offer this In this episode, Jason & Chris discuss the history of B2B eCommerce, how we got where we are today and where he sees the future of the industry headed, along with his take on the biggest B2B commerce opportunities available to merchants today You can check our sponsor for this episode here: Mikata

Welcome to Dear Future CRO, bought to you by GrowthQ and Culture Crunch. We're here to showcase leaders within the tech space and explore their guiding principles for future leaders. Today we are joined by Kelly O. Kay, Co-founder of the Sales Officer practice at Heidrick & Struggles, specialising in sales leadership roles within the tech space. As a thought leader featured in numerous prestigious publications such as Forbes and The Wall Street Journal, we're thrilled to understand Kelly's insight on the ever-evolving role of the CRO. He shares how the current economic climate has impacted demand for the CRO as well as which relationships are critical for the successful CRO. Kelly also shares tangible tips for progressing your career – from interview tips, best practice and lessons learned. His insight truly transcends all industry parameters and will help our viewers whether or not they're on the CRO path.

In this episode, co-host Chandler Arnold sits down with Jamey Cummings to talk about leadership. Jamey graduated from the United States Naval Academy with a BS in Aeronautical Engineering. While in college, he was the captain of the wrestling team and a two-time qualifier for NCAA Division I Championships. Jamey started his career as an Officer in the U.S. Navy SEAL Teams, where he served for nine years before earning his MBA at Stanford. After graduation, Jamey worked as a consultant with BCG before moving to the field of executive search with firms including Korn Ferry and Heidrick & Struggles. Jamey is currently a Partner at JM Search where he co-leads the Firm's Security Practice and is a member of the IT Executives and Technology Practices. Join us of this wide ranging discussion on leadership, including such topics as: Advice for those from military backgrounds applying to business school Suggestions for describing non-corporate leadership experiences in your MBA application Guidance for those wanting to transition into—or out of—consulting An overview of the world of executive search as a possible post-MBA career choice Suggestions for those interested in entering the world of executive search Insights into what post-MBA leadership skills top firms are looking for today Listening to this podcast is a must for anyone applying to business school from the military or any non-corporate background, spending time with Jamey is a joy.  

Do you ever feel busy but not productive? Do you ever feel like your day is not your own?  On this episode of the Live Greatly podcast Kristel Bauer sits down with Greg McKeown, New York times Bestselling author of “Essentialism: The Disciplined Pursuit of Less”, which has sold over one million copies, and “Effortless: Make It Easier to Do What Matters Most.”  Kristel and Greg discuss how you can reclaim your time and reclaim your life as well as one question to ask yourself which can be a complete gamechanger! Greg also shares new insights into the 85% rule and some captivating stories.  Listen now! Key Takeaways from This Episode: What is essentialism all about and how can people get started with it What led Greg down the path of essentialism? How does pursuing less help us achieve more? Tips for overachievers and those falling into the hustle culture How do we know where to focus our time and energy? How to avoid falling into people pleasing tendencies Tips for setting boundaries and saying no to the things that are not essential Insights from Greg's book What is the 85% rule? ABOUT Greg McKeown: Greg McKeown has dedicated his professional life to uncovering counterintuitive ways to be very successful–without burning out. In this pursuit he has written two New York Times bestsellers, “Essentialism: The Disciplined Pursuit of Less”, which has sold over one million copies and been voted by Goodreads as “The #1 Leadership and Success Book to Read in a Lifetime” and “Effortless: Make It Easier to Do What Matters Most”. Together they have been published in 37 languages. McKeown is an exceptional public speaker and has spoken to hundreds of audiences as he has traveled to 40 countries around the world, including Apple, Facebook, Google, Microsoft and Nike as well as TED Fellows, SXSW and by personal invitation from Haakon, Crown Prince of Norway, at his Annual Innovation Conference. He's the host of The Greg McKeown Podcast which has been ranked in the Top 5 of all Self Improvement podcasts (out of 11,000) and Top 10 in all Educational podcasts (out of 30,000) on Apple Podcasts. Guests have included Harvard professor Arthur Brooks, Matthew McConaughey, Maria Shriver, John Hope Bryant, and Ariana Huffington. His work has been covered in print media including in The New Yorker, The New York Times, Time, Fast Company, Fortune, Politico, Inc., and Harvard Business Review. It's been covered on NPR, NBC, FOX and many times on The Steve Harvey Show. McKeown is an active Social Innovator. He served for 7 years as a Board Member for Washington D.C. policy group Resolve and as a mentor with 2 Seeds, a non-profit incubator for agricultural projects in Africa. He has also been a speaker at non-profit groups including The Kauffman Fellows, Net Impact and Stanford University where he co-created the popular class, Designing Life, Essentially. He serves as a Young Global Leader for the World Economic Forum. He recently moderated a session at the Summer Davos in China called, Unpacking Social Innovation Models for Maximum Impact, and served as a panelist at the Sharpening Your Creative Edge working session at the Forum. Prior to this, McKeown collaborated in the research and writing of Multipliers: How the Best Leaders Make Everyone Smarter and worked for Heidrick & Struggles' Global Leadership Practice assessing senior executives. McKeown did his Masters of Business Administration at Stanford's Graduate School of Business, his Global Leadership and Public Policy certificate at Harvard University's John F. Kennedy School of Government and is currently doing doctoral research at the University of Cambridge. Order Greg's books HERE Listen to Greg's podcast HERE Greg's website: https://gregmckeown.com/  Instagram: @gregorymckeown Twitter: https://twitter.com/GregoryMcKeown  Facebook: https://www.facebook.com/GregMcKeownSpeaker/  Linkedin: https://www.linkedin.com/in/kristel-de-groot-0aa6012a/  Youtube: https://www.youtube.com/user/gregorymckeown  About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness expert, in-demand Keynote Speaker and TEDx speaker with a mission of supporting companies and individuals on their journeys for more happiness, success & well-being. With Kristel's unique background in Integrative Psychiatry, business and media, she provides invaluable insights and strategies to empower, inspire and motivate companies, leadership and sales teams as well as other groups and organizations. Kristel shares key insights into high-power habits, leadership development, mental well-being, peak performance, resilience, success & a modern approach to work/life balance. Using a blend of authenticity, Psychology & Science, Kristel provides insights to excel in sales and thrive as a team leader. Kristel's messaging supports company profitability while promoting vibrant company cultures with healthier and happier employees.  Kristel is a contributing writer for Entrepreneur and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes.  As an Integrative Medicine Fellow & Physician Assistant, Kristel has a unique perspective into optimizing well-being and achieving success. Kristel has been featured in Forbes, Forest & Bluff Magazine & Podcast Magazine and she has contributed to Real Leaders Magazine. She has been live on ABC 7 Chicago, WGN Daytime Chicago & Ticker News. To Book Kristel Bauer as a speaker for your next event, click here. Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

IN THIS EPISODE:  In this episode, our host, Philip Guarino, is joined by Juan Betancourt, the CEO of Humantelligence, an HR enterprise software solution. They discuss how the pandemic has greatly affected how employees think and behave amidst a significant rise in employee dissatisfaction with work. The rise of work from home and hybrid work and an increased reliance on technology has provided many opportunities but it also poses new challenges. How can leaders encourage engagement and improve productivity in an increasingly diverse and virtual workforce?  Humantelligence aims to bridge those gaps by using psychometric tools that sync to different organizational platforms. By acknowledging that there is no universal way of managing people and teams, Humantelligence helps team members gain a better understanding of their co-worker's personalities. This new technology is paving the way for leaders to drive inclusivity and productivity by knowing what motivates their people and how they prefer to engage with one another. GUEST BIO: Juan Betancourt is the CEO of Humantelligence, an HR enterprise software solution like Grammarly, but instead of writing tips, it surfaces tips for communicating and collaborating. This major innovation, impacting the way distributed knowledge workers collaborate, earned HRO Today's Top HR Tech for Collaboration and TalentCulture's Top HR Tech for Employee Collaboration awards. Juan also founded Gonza Executive Search and served as a client partner for both Korn Ferry International and Heidrick & Struggles. He was an executive at Procter & Gamble, Decathlon, Siebel Systems, Reebok, and Puma. Recently named a Top 30 HR Tech Influencer, Juan is an expert in helping organizations build high-performing teams, while operationalizing inclusion & belonging. 

Episode 1 of 2 in our Bursary Programme mini series. In this first episode, Fiona Hathorn, CEO and Co-Founder of Women on Boards UK, catches up with Rituja Rao and Nicky Neal-Smith about why they applied for the bursary, how they found it and what their plans are for the future. The Women on Boards UK Bursary Programme is designed to help women who would not otherwise be able to afford our support. This year's bursay is generously sponsored by leading global executive search firm Heidrick & Struggles.

My guest Cecilia Nelson-Hurt is currently the chief diversity officer at Heidrick & Struggles, an executive talent and leadership advisory firm. Prior to that position, Cecilia worked at L'oreal USA and JPMorgan Chase in prominent VP roles, further refining her expertise in the area of diversity, equity and inclusion. In our industry, she goes by the moniker @creativececi and has been an avid knitter and crocheter for more than 20 years. She also has a passion for travel and takes pride in the fact she's visited over 150 shops in the USA and abroad.   

Drei Jahrzehnte lang war er DER Karrieremacher in der deutschen Immobilienwirtschaft: Werner Knips. Für die internationale Personalberatung Heidrick & Struggles baute er die Immobiliensparte auf und besetzte Geschäftsführer- und Vorstandsposten. Heute treibt der gebürtige Rheinländer Themen wie Good Governance und Social Impact Investing voran. „Immobilienprojekte brauchen neben einer wirtschaftlichen Rendite auch eine ökologische und eine soziale Rendite“, sagt Knips. Als Stellvertretender Vorstandsvorsitzender des Instituts für Corporate Covernance in der deutschen Immobilienwirtschaft (ICG) will der die oftmals rein profitgetriebene Industrie zu einer nachhaltigeren Form des Wirtschaftens einladen. Dafür lobt das ICG in diesem Herbst erstmalig zusammen mit dem Immobilien Manager Verlag einen Award aus, der an Projekte verliehen wird, die einen besonderen ökologischen und sozialen Beitrag leisten. Parallel dazu erstellt das ICG wissenschaftliche Studien und arbeitet auch an einer neuen Renditeformel, die auch ökologische und soziale Kenngröße abbildet. Der Rotonda Business Club präsentiert in Partnerschaft mit Gira, Orgatec und rheinfaktor die neue Stimme der Immobilienwirtschaft. DER BUSINESS CLUB DES 21. JAHRHUNDERTS Der Rotonda Business Club ist das größte aktive Netzwerk für unternehmerisch denkende und handelnde Menschen in Deutschland. Unsere 8 Clubstandorte bieten Raum für Beziehungen und neue Ideen. Hier können Sie sich in einem zukunftsorientierten, professionellen Ambiente mit interessanten Menschen austauschen und neue Impulse für Ihr Business gewinnen. Als Mitglied stehen Ihnen unsere Räume und Veranstaltungen in allen wichtigen Städten Deutschlands offen. Unsere Clubmanager sind persönlich für Ihre Anliegen da und kümmern sich aktiv um Ihre Themen und Anforderungen. Selbstverständlich profitieren Sie auch von unserem starken Netzwerk, vielfältigen Services und hochkarätigen Veranstaltungen. Sprechen Sie uns an. Wir freuen uns auf Sie! InterACT Insights ist auch Ihr Podcast! Wir laden Sie ein zum Austausch, Diskutieren und Mitgestalten. Schicken Sie uns Ihr Feedback, Ihre Anregungen und Themenvorschläge per Mail an podcast@rotonda.de!

"Tell me about yourself." Ever freeze when you get this question? Jean Allen, Partner and Head of Global Communications Practice at Heidrick & Struggles, gives real-world advice on how to tell your story in a way that is interesting and impactful. Jean has talked to thousands of candidates (and executives) and also talks about how to control rambling and fill in uncomfortable gaps in conversations (the dreaded moments of silence). Tune in, you will learn a lot from this episode!

"I realised, okay, so I've done all this left-brain clever stuff like accounting, finance, languages, strategy, marketing, dah, dah, dah. I feel suicidal. So clearly I am missing something. My father was in sales, my brother is in sales and I realised there were people who were far less academic than me who were leading much happier lives and were not trying to kill themselves." John Purkiss.    John Purkiss finds himself drawn to anything that helps change the world in a positive way including in business, photography and writing books. Working as a headhunter John uses his training in banking and finance every day and shares the value of going beyond that to be far more effective. We talk about being present, the power of letting go and how letting go does not mean giving up but helps you become more powerful. Work-life balance John believes is a misnomer - how can you balance one thing that is part of the other?   John Purkiss studied economics at Cambridge University and has an MBA from INSEAD. He began his career with The First National Bank of Chicago, Mercury Asset Management and OC&C Strategy Consultants. John then co-founded a software company and worked in sales and marketing, in the UK, Belgium and France. He joined Heidrick & Struggles, where he set up and ran the CFO Practice in the London office and was promoted to partner. John is now a partner with August Leadership. He is the author of How To Be Headhunted, Brand You and The Power of Letting Go. www.johnpurkiss.com   Connect with John On LinkedIn On Instagram Resources: http://www.johnpurkiss.com/books/  http://nithyananda.org   A Rich Man's Secret: An Amazing Story For Success, Ken Roberts The Power of Now: A Guide to Spiritual Enlightenment, Eckhart Tolle Headspace - Meditation and Sleep Made Simple

In this podcast, Heidrick & Struggles' Victoria Reese speaks to Tracey Heaton, Heidrick's chief legal officer and corporate secretary, about the evolving role of the legal function. Heaton joined the firm in 2021 and is responsible for the company's global legal and compliance function. Prior to that, she was the senior vice president and chief corporate counsel for Visa Inc. Heaton discusses the way her differentiated experiences have helped her develop as a leader and offers advice to other leaders who may be considering a cross-industry move. She also shares her perspective on the evolution of the chief legal officer role, what specific leadership skills and capabilities she believes will be most important to help Heidrick to meet its strategic goals, and the role she played in helping form the firm's broader ESG initiatives. See acast.com/privacy for privacy and opt-out information.

Join The Janus Oasis Community. Last year I told the story of a job interview gone wrong.  The meeting was not going well and the fire alarm going off in the middle of it was the death nail in that opportunity.  Or so I thought. Because I was able to tell a joke to break the ice, I made the interviewer laugh and I got the job.  There was no fire lol. Anne Comer was not in that interview - she was the second interview and final decision maker.  In fact, she didn't know the story until I wrote it on LinkedIn.  It's my most viewed post - probably because of the name I drop.  Check out the post here: https://www.linkedin.com/feed/update/urn:li:activity:6862725452361011200?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A6862725452361011200%29&lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_recent_activity_details_shares%3BdfdvBLnaQouhBumuo0ClDw%3D%3D Anne and I have always stayed in touch but now she's the principal for a really well-respected consulting firm, Heidrick & Struggles.  She focuses on culture transformation.  We talk about building on the experiences she's had since a child and how she's committed to making work a better and safer place by educating companies on diversity, equity and inclusion.  We also talk about culture in hybrid/remote work. The mission of The Janus Oasis is how to bring the best of the past into the future to co-create a future of work that is better.  This episode is the closest I've come to the vision I originally had for the podcast.   https://www.linkedin.com/in/annecomer/

Claire Skinner is a partner in Heidrick & Struggles' London office and leader of the Europe region. She is a member of the firm's CEO & Board, Industrial, and Private Equity practices.Claire has more than 20 years of experience building executive and non-executive teams for a wide range of clients involved in energy, utilities, clean technology, and sustainability. Additionally, she has substantial expertise within energy and environmental investment, building teams on behalf of leading venture and private equity companies, infrastructure and asset managers, global financial institutions, and professional services groups.Claire has significant experience in senior sustainability and climate change appointments within major corporations, government, philanthropy, and non-profit organizations. Prior to joining Heidrick & Struggles, Claire led the EMEA alternative energy & clean technology practice at a global executive search firm. Previously, she was the founding managing director of a boutique executive search firm dedicated to the power and sustainability markets.Claire serves on the Business Advisory Group of the UK Government Climate Change Committee. She holds a BSc in Agricultural Environmental Science from Newcastle University and MSc in Pollution and Environmental Control from the University of Manchester.

Thank you for listening to our Finding Brave show, ranked in the Top 100 Apple Career Podcasts! “If culture is the antidote, how do you define it? Where are you headed? Is there a ‘from-to' that's required both to embrace diversity and drive inclusion, and to thrive in this environment? I think finding ways to keep your fingers on the pulse, frequently, is really critical.” - Rose Gailey One of the most important aspects of an organization is its culture, for so many reasons, which is why on today's episode we take a look at how organizations can take concrete steps to improve their culture and at the same time, bolster business outcomes. However, as our Finding Brave guest reveals, culture must first be defined. It is also a journey, not a destination, with the secret ingredient being communication at all levels.  Rose Gailey is a partner and global lead for organization acceleration and culture shaping for Heidrick Consulting at Heidrick & Struggles, and a co-author of Future Focused: Shape Your Culture, Shape Your Future. Rose's mission is to support positive change in the world one leadership team at a time, and to enable a world (and life!) better led. Rose has a beautiful vision for a corporate world based on two-way communication and a mutual love and respect for each other, and I'm so glad that she spent this time with us to share her wonderful insights.  To learn more about today's guest, visit: https://www.linkedin.com/in/rosegailey/ 

"What does it mean to be a luminary? How can your light create a path for others?This week we discuss this and more with Cate Luzio, founder of Luminary, which is a membership-based career and personal growth platform and collaboration hub created to address the systemic challenges impacting women across all industries and sectors.Former finance executive Cate Luzio founded and self-funded Luminary in late 2018 with the mission to up-lift, up-skill, and propel women forward through all phases of their professional journeys.The company has grown to more than 3,000 individual members and 60+ corporate partners (representing more than 500,000 employees worldwide) including UBS, WW, JPMorgan Chase, Unilever, Verizon, Goldman Sachs, Indeed, Blackstone, Mastercard, VMLY&R, Bridgewater, and Heidrick & Struggles to name a few. To date, the company has led well over 3,000 in-person and virtual programs, workshops, and events.Listen and Learn:1. How Cate self funded her new venture after a successful career in banking2. What Cate learned from her mentors and allies in business development3. How personal advocacy is the best approach to ensuring you are represented in every room4. How to make the necessary choice when facing complex decisions as a leader5. Cate's perspective on work/life balanceAnd more! You can learn more about Luminary here and be sure to leave your iTunes review!---------------------We want to hear from you! Shoot an email over to welcome@thegreatgirlfriends.com or drop a DM directly to Sybil ON IG @sybil_amutiFollow now

Join Em Stroud and her clown Barbra as they chat all things Menopause with Sarah Davies.  How can we chat about the menopause more easily?  What can we do to support people going through the menopause?  How was Barbra affected by the menopause?  What can we do to make business more effective at supporting their people and much much more… Sarah's Social Media Handles: Facebook:  https://www.facebook.com/TalkingMeno Instagram: https://www.instagram.com/talkingmenopause_sarah/ LinkedIn: https://www.linkedin.com/in/evolutionsarah/ Twitter: https://twitter.com/TalkingMeno About Sarah Davies: Sarah Davies is a multi-lingual, experienced and qualified business coach, facilitator and trainer who launched Talking Menopause in 2017 to increase menopause awareness, education and support at work to women and men across a broad range of organisations www.talkingmenopause.co.uk  She feels passionate about making a difference to people's lives and previously helped Dr Louise Newson launch and as Business Manager manage menopause her clinic. Sarah previously spent over 10 years in senior international corporate roles at Fujitsu & Thomas Cook before recruiting senior executives with Heidrick & Struggles with the Professional Services and Retail sectors. She often contributes to regional radio programmes, national news and has published a number of articles in various newspapers & magazines.

In conversation with Emma Penny and Marcus de Luca, Heidrick & Struggles. How should you set your long-term career goals and how can you pivot away from a specialism or sector? Find out what skills are in demand as we talk to Emma & Marcus who give their advice to young industry professionals seeking to become leaders of tomorrow. Read Heidrick & Struggles's annual ‘Route to the Top' study: www.heidrick.com Connect with Emma and Marcus on LinkedIn. Thank you to IPFA member CMS for providing Diversity & Inclusion guidance on this episode. Find more tools to help you shape your future: www.ipfa.org/future-leaders/

“To me an exciting industry, the auto industry, so I wondered ‘why aren't more women, particularly young women interested in the automotive industry?'…So this is why I conducted a quantitative-qualitative correlational study looking at relationships between all these things the experts say you should do…. I wanted to know, ‘is that really true?' … And if it IS accurate, then why don't we have more women at least in middle management?” Lisa Brown on Electric Ladies Podcast Electric vehicles, autonomous vehicles, hydrogen vehicles. Ride-sharing. The automotive sector is being transformed. Car companies are even calling themselves “mobility” companies now. Yet, they are still largely dominated by men, and white men at that. They say they have diversity programs, and career planning and mentorship programs and other strategies to support women's advancement in the industry. And yet…the numbers don't change. Why? Listen to Lisa Brown, Ph.D. explain her findings in her ground-breaking new quantitative and qualitative research on this issue in this enlightening interview by Electric Ladies host Joan Michelson. (Electric Ladies was formerly known as Green Connections Radio.) You'll hear: What she studied and why she chose it. Whether she found that diversity programs actually work – and why or why not. What she discovered about career planning programs in corporates and where they succeed and fail. What you should ask for to get what you need from these programs Plus, insightful career advice for your own career, no matter what sector you're in. And much more! “Have a plan. I think sometimes, we have ideas, but we don't take the time to plan….Get out of your comfort zone. If you're an introvert, take that step to get to know folks. If you're an extrovert, sometimes take that time to be quiet and to listen, to be that fly on the wall. And I would also say, invest in yourself. A lot of times, self-care is something that we don't do. But invest in yourself, take the time, whether it's just a self-help book, or taking a course to improve certain skill sets…. And last, but not least. Offer yourself some grace. Don't be so hard on yourself.“ Lisa Brown on Electric Ladies podcast Read Joan's Forbes articles here. You'll also want to listen to: Bonnie Gwin, Vice Chair, Heidrick & Struggles, on the new type of CEO companies are hiring. Michele Wucker, thought leaders and author of “You Are What You Risk: The New Art & Science to Navigating an Uncertain World.” Roberta Rincon, Society of Women Engineers, Director of Research, on the status and careers of women in various types of engineering roles. Barbara Whye, Chief Diversity Officer of Apple, and former VP of Human Resources and Chief Diversity Officer of Intel. Telle Whitney, Former CEO of Anita Borg Institute for Women and Cofounder of the Grace Hopper Conference Subscribe to our newsletter to receive our podcasts, blog, events and special coaching offers.. Thanks for subscribing on Apple Podcasts or iHeartRadio and leaving us a review! Follow us on Twitter @joanmichelson   and @electricgalspod  

Vincent and Ajay chat with Josh Anisfeld, VP of Digital Marketing at Heidrick and Struggles. He talks about how his company helps with culture-shaping for all sorts of organizations around the globe. Ajay is off to Hawaii, and Vincent remineces about traveling, himself.

EPISODE SUMMARY INTRODUCTION: Today Stephen interviews Greg Mckeown. Greg is an author, public speaker, and leadership and business strategist. After earning his MBA from Stanford Business School, McKeown worked d for Heidrick & Struggles' Global Leadership Practice. He then went on to form McKeown, Inc., his eponymous company, a leadership and strategy design agency based in California. According to the New Yorker, his strategies often revolve around minimalism. In 2012, The World Economic Forum inducted McKeown into the Forum of Young Global Leaders. McKeown is the author of Essentialism: The Disciplined Pursuit of Less and co-author (with Liz Wiseman) of the Multipliers: How the Best Leaders Make Everyone Smarter. Both are New York Times bestsellers. His book Essentialism. is a business and self-leadership book that discusses how to figure out what is essential, how to eliminate what's nonessential, and how to make it as effortless as possible to do what really matters. It includes concepts such as the "90 percent rule", which encourages individuals to pay closer attention to those items they have a "more than ninety percent interest in" and to pay less attention to other aspects of life. His work also focuses on the importance of saying "no" in other situations as well. Part of his recommendation to help with this is a method of journaling by only recording days with a few sentences rather than longer explanations. His book Effortless: Make It Easy to Do What Matters is being published in 2021. He is also a blogger for the Harvard Business Review and LinkedIn's Influencers Group. McKeown speaks on how to live and lead as an Essentialist. NEXT STEPS MENTIONED IN THIS VIDEO: 1. Check out his podcast. 2. Get the book Effortless: Make It Easy to Do What Matters. 3. Subscribe to his newsletter 1-Minute Wednesday. TOPICS DISCUSSED IN THIS VIDEO:  – Intro  – Trading a Meaningful Life for a Purposeless Present  – Priorities – Effortless  – Importance of Power of Choice  – How to Go Less Than You Feel Like Going - Race to the Poles  – To Perform Superbly, Find Consistency  – How Do People Keep Going  – What's Essential  – How Can I make THAT Effortless  – What Does “Done” Look Like  – Apple – One Button  – Start from Zero  – Amazon – Can We Do it in One Click ABOUT ME: Hi, I'm Stephen Scoggins. After fighting from homelessness and depression to build multiple businesses employing hundreds of amazing people, I've learned a lot about what it really takes to overcome your limitations and build your dream life. Now, my goal is to help one million people get from where they are today to where they want to be in life. To help with that, I'm releasing videos on this channel several times per week and posting regularly on social media. On this YouTube channel, I interview the world's foremost thought leaders on what it takes to master your life. I also have a library of free resources, downloadable eBooks, and personality tests to help you become the person you've always wanted to be. Just check out my websites below! MASTER YOUR LIFE WITH FREE RESOURCES: My Website: https://www.stephenscoggins.com Free eBooks & Resources: https://www.stephenscoggins.com/resources My Blog: https://stephenscoggins.com/blog/ Stuck to Unstoppable Podcast: https://stephenscoggins.com/stuck-to-unstoppable/ CONNECT WITH ME ON SOCIAL MEDIA: Instagram: https://www.instagram.com/stephen_scoggins/ Facebook: https://www.facebook.com/stephenscoggins/ LinkedIn: https://www.linkedin.com/in/stephenscoggins Twitter: https://twitter.com/stephen_scoggin

Hear how great execution is most often the key to growth At times I have the pleasure of meeting interesting people who bring their breadth of experiences to share with our audience. Jim Cornehlsen is just that type of person. We met through a networking group and found our interests so overlapping that we kept our conversations going. What did we talk about? Everything. It was a splendid conversation about how helping others achieve their goals through innovative ideas and expert execution is a life well-lived. Come join in the conversation and share your journey. Watch and listen to our conversation here In this podcast, our job is to help you “see, feel and think” in new ways so you can get “Off the Brink!” What might that mean? Jim and I talk at length about his own personal journey while working in a variety of different industries. In P&L sales and marketing roles, he gained valuable experience in entrepreneurial development. At GE, he participated in a joint venture with Time Inc that became General Learning Corporation. At McGraw-Hill, he was part of a new media development group and was responsible for building subsidiary companies in Mexico, Spain and Canada. At CBS, he was head of international sales and part of a joint venture with CBS, IBM and AT&T that became Prodigy. He was also CEO of Las Americas, a Spanish-owned media company, and a director at Heidrick & Struggles, building a global media and information services group.  Now as a certified executive coach, Jim works with corporate leaders and sales teams, helping them succeed at proposals, relationships and alliances. He is also a professional facilitator with EOS, helping leadership teams improve alignment and drive growth, and a chair at Chief Executive Networks, working with peer-to-peer CEO groups as a facilitator and coach. You can connect with Jim on LinkedIn. Want growth, need growth? Here's a great place to start  Blog: How Do You Grow A Business In A Fast-Changing Market? Blog: Easy-to-Use Anthropology Toolkit to Grow Your Business Podcast: Michelle Turman—Positive Changes Needed To Keep Your Business Growing Additional resources for you My best-selling new book: "Rethink: Smashing The Myths of Women in Business" My award-winning first book: "On the Brink: A Fresh Lens to Take Your Business to New Heights" Simon Associates Management Consultants website  

Dr Larry Senn is the founder of Senn Delaney, the culture shaping unit of Heidrick & Struggles. He has been referred to in business journals as the Father of Corporate Culture, based on his field research: the first systematic study ever conducted on the concept of corporate culture. His studies were published as his doctoral dissertation in 1970. This led him to an early personal vision of finding a way to enhance the lives of people, the effectiveness of teams, and the spirit and performance of organizations. That vision became Senn Delaney, the first firm dedicated to shaping the culture of organizations.Senn Delaney has worked with over 100 Fortune 500 CEOs and their teams, university presidents, state governors, and members of U.S. presidential cabinets. He is also co-author of several books, including the best-selling Winning Teams, Winning Cultures and 21st Century Leadership. Larry has a B.S. in Engineering, an M.B.A. from UCLA, and a doctorate degree in Business Administration from USC, where he later served as faculty. He was a finalist for Entrepreneur of the Year in Southern California.Larry's passion for health and fitness started with his interest in sports during high school and college. He was team captain and the Pac 10 champion in gymnastics at UCLA, and coached UCLA gymnastics after graduation. Today Larry runs, swims, bikes, lifts weights, water skis, rides off-road motorcycles, and stand-up paddles. He competed in his first sprint triathlon at the age of 70, and has completed over 50 triathlons in the more than ten years since, including first place wins in Long Beach, Newport Beach, Redondo Beach, and Hermosa Beach in his age group last year.Larry is a husband, father, and grandfather. He lives in Sunset Beach, California, with his wife, Bernadette, and their teenage son Logan, who is mentioned often in the book. The Senn family has a deep commitment to family, faith, fitness, and well-being. Larry and his wife, Bernadette, have five children and five grandchildren, all of who share an equal passion for family, well-being, and personal growth. Bernadette retired from Senn Delaney to be a full-time mother. She was SVP HR at Senn Delaney and was co-author with Larry of an earlier book, The Human Operating System – An Owner's Manual.Larry's personal purpose is to help an ever-widening circle of people live life at their best mentally, emotionally, physically, and purposefully. That purpose led him to add the Mood Elevator as a concept to Senn Delaney culture-shaping seminars, which have reached tens of thousands of people and to write this book to reach even more.To learn more about culture shaping for your organization, go to http://senndelaney.com or contact lsenn@senndelaney.com

Abstract: How are boards of directors of major companies coping in 2021 with the increasing expectations of so many stakeholders?  How can directors help companies manage their way through myriad changes in the competitive environment, advances in technology, and new mandates from government and regulators? And how are boards able to oversee critical non-financial issues like corporate culture, ethics, cybersecurity and ESG? In this episode of the Principled Podcast, David Greenberg—LRN's former CEO and now special advisor—continues the conversation about board engagement with Jonathan Day, CEO of Tapestry Networks. Listen in as David and Jonathan discuss the current issues facing boards of directors and how they impact board oversight of corporate culture, ethics, and compliance.   Featured guest: Jonathan Day is an advisor and coach to chairs, CEOs, and heads of major government agencies. He has worked extensively with groups of senior leaders (boards, top executive teams, etc.) tackling difficult and potentially divisive questions, developing a global reputation for expertise in organization and governance, strategic problem solving, and complex team interventions. He has deep academic experience, including collaborations with top research professors, and is an expert at translating leading-edge theory into practical action programs that build institutions. “I have been exposed to a lot of different academic disciplines: psychology (clinical and cognitive), sociology/anthropology, theology and philosophy, economics and finance, engineering. The broad range has given me an eclectic set of mental tools.” Before Tapestry, Jonathan was a practice managing partner, EMEA, at Heidrick & Struggles, where he worked in leadership consulting and executive search in the CEO/Board and higher education practices. Prior to joining Heidrick & Struggles, he spent nearly two decades in leading management consulting firms, first as principal at McKinsey & Company from 1990 to 2004 and then as managing director at Monitor Group from 2004 to 2008. “I think the consulting process is much more like a therapeutic process than it is a science or engineering. It means someone is helping the clients, individuals, or groups confront the outside world.”  Jonathan has a MA in divinity from the University of Chicago, a BA and MA in psychology from Johns Hopkins University, and did PhD studies in cognitive psychology from Stanford University. Jonathan is married with three children. He speaks, reads, and writes French and enjoys chamber music, sailing, cookery, writing, and travel.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.   Transcription:  Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business, and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. David Greenberg: How are boards of directors, of major companies coping with the increasing expectations of so many stakeholders? How can directors help companies manage their way through myriad changes in the competitive environment, advances in technology, and new mandates from government and regulators? And how are boards able to oversee critical non-financial issues like corporate culture, ethics, cybersecurity, and ESG? Hello, and welcome to another episode of LRN' Principled Podcast. I'm your host, David Greenberg, LRN's former CEO and now special advisor. And today I'm joined by Jonathan Day, CEO of Tapestry Networks, which is at the center of many important discussions on boards of directors and the issues confronting them. Jonathan and I have been working together on a major initiative related to board oversight of corporate culture, corporate ethics, and corporate compliance. So I'm really looking forward to digging in on the subject of boards. Jonathan is a real expert in this space based on his leadership of Tapestry and past work with McKinsey, Heidrick & Struggles, and Monitor. Jonathan, thanks so much for coming on the Principled Podcast. Jonathan Day: Thanks, David. It's great to be here. David Greenberg: So Jonathan, first, tell our listeners about the core of what Tapestry Networks is about. Jonathan Day: Well, we're here to help the women and men who lead the world's most complex companies, do their work better and do their work with more confidence. And most of that involves working with non-executive directors whose roles have become really complex in the last few years. We do all of this through peer learning. So the leaders are learning from one another, rather than from professors, or consultants, or us. It's an unusual model, but it works. Now just to make this concrete, in 2020, we conducted about 130 meetings, most of them virtual, and we held around 500 very confidential director conversations individually, in small groups, in large groups. And these are directors of companies like JP Morgan, Walmart, Microsoft, BlackRock, GM, Apple, Facebook, Nestle, Zeeman's, SAP, large complex global companies. And all of this has given us a view of the anthropology of the modern boardroom. David Greenberg: Terrific. In that regard, Jonathan Tapestry and LRN just wrapped up a major study and summit meeting on board oversight of ethics, culture, and compliance. What to you are the major takeaways from this effort? Jonathan Day: Well, the study was a lot of fun. We talked to many directors, many chief ethics and compliance officers, and the companies involved had a combined capitalization of just under $5 trillion and they operate on six continents. What I think makes this study different is that you could say it offers the voice of the director. Even those chief ethics and compliance officers were also directors of other companies. So these are perspectives straight from the boardroom. And David, for me, there were three big findings. First, boards can see the critical importance of culture and they are taking responsibility for shaping it and for shaping compliance in their companies. This is not easy. Walmart, for example, has 2.3 million workers around the world. Their board has a total of 12 members, and yet their boards are taking on this challenge. Of course, they rely on the CEO and the top management to drive a lot of the work, but they themselves feel responsible and the world is holding them responsible when violations occur. That's the first finding. The second is that many directors don't feel that they're in a very good position to sort of re-culture or to give management practical guidance and moving it in the right direction. They get lots and lots of data, but they often struggle to filter out that clear signal from noisy data. One director said culture is harder. You know it when you see it. You can use surveys, but they're not as helpful as actually knowing people. And another director said, we need a more direct pipeline to the workforce and decision makers in the field. As a director, you need to have your ear to the ground. Well, that sounds great, but let's go back to Walmart. Those 2.3 million workers are in 10,500 stores in 24 countries. That's a lot of ground for 24 ears of those 12 directors to cover. Third, a big part of this comes down to trust. How can we get to a place where senior management feel very comfortable saying in a board meeting, we have a bad culture or an ethics problem in this part of the company. And here's what we're doing to fix it. There are a lot of incentives for that executive to say everything is just fine. One director in fact said that when she sees a drop in the number of speak up calls, she worries that there's a problem. And equally when management does bring problems forward, does the board say, okay, we're going to work with you to put this right, or is bad news really unwelcomed in the boardroom. David Greenberg: Jonathan, let's step back a bit from that. You and colleagues at Tapestry are in dialogue almost every day with dozens and dozens of board members. What are some of the most pressing issues they want to talk about today? Jonathan Day: Well, ethics and culture are very high on that list. For example, how to tie compensation to culture, ethics, and compliance. You can do this for safety, deaths on the job leading to bonus cuts or cancellations, but it's not so easy to financially reward executives for creating positive trust filled cultures. You could do this, but it's a subjective judgment and making that judgment requires not only wisdom, but immersion in the culture. A lot of time, maybe a lot of travel. Not so easy these days. Boards are also intensely worried about how they are overseeing cybersecurity, mostly because pretty much every company has become digital, maintaining privacy and security for the millions of customers that a large enterprise can have. This can be a multi-billion dollar task. As airplane controls become entirely digital, as cars become more and more autonomous, as power grids are digitally controlled, lives could be at stake. And yet directors of some of the most digitally sophisticated companies in the world tell us, we may be doing a good job in our oversight of digital risk, but we may not. We have no easy way even to tell how well we're doing. Cybersecurity is also a function of culture and trust. Are employees comfortable coming forward to talk about a weakness that they've come across? Do employees trust company policies on cyber and not seek work arounds? So cybersecurity, a big concern for directors. And finally, David, you mentioned ESG and this exploding call for companies to deliver financial profitability and great performance on the environmental, social, and governance agenda. Well, this has board members awake at night and working hard. Providing reliable data on financial performance isn't easy, but they know how to do that. They've been practicing it for decades. Providing reliable data on past environmental impact like carbon emissions, that's a lot harder and the standards for doing that are in flux all around the world. But providing trustworthy of how the company is going to transition to zero emissions over the next 20 to 30 years, that's really hard. And I'll just note that every one of these challenges that I mentioned, ethics, cybersecurity, and ESG requires a strong culture, requires trust. Culture is at the root of every one of these challenges. David Greenberg: So Jonathan, you've outlined some of the things that are on the minds of board members. What do you think are some of the hardest parts of the job of being a director these days? Jonathan Day: So one is this idea that the board can be, as they say, noses and fingers out. Well, if that was ever true, it's dead today. Boards have got to engage very intensely in some cases. And they've got to look for the areas where they're not engaging intensely, but should be. Sometimes you'll even see the word intrusive engagement or intrusive oversight. And yet if the board gets too intrusive, senior management is going to feel maybe correctly that the board doesn't trust them. And they'll start pushing every decision up to the board or they'll act out in some other way. And that's not good. Trust inside the board is also critical. Are board members having the tough conversations they need to have with one another. Second, trust is hard to maintain on the outside. Board members are under intense scrutiny these days. Rating agencies and proxy advisors maintain scorecards on every individual director recommending to institutional investors, whether to vote them in for another year or kick them out. And institutional investors are very open that they're willing to vote out directors who are not working in the ways that they think they should. Once upon a time, a director's job was almost entirely private, not really subject to intense scrutiny, no longer. A compensation committee members said the Wall Street Journal knows the conclusion of our meetings even before we get a copy of the minutes. Society expects that transparency and society has ways of getting it and society reacts to what it learns. Consumers vote with their pocket books, talent moves to companies that have purposes beyond profit. And I would say a board member who isn't ready for that intense public exposure is going to have a rough time. David Greenberg: Yeah. So that leads to the question from your point of view, is the modern board up to the task of these multiple challenges or maybe better said more positively, what capabilities and experiences are boards most in need of today? Jonathan Day: Well, David, the women and men who serve on these boards have my intense admiration. They work very hard. I think in many cases they're not paid enough and they bare more and more risks almost by the week, but they are struggling to balance a massive set of responsibilities against the limits of a group of part-time directors who meet maybe six times a year. That's not much. What I'm about to say is a personal view, but I think we will see more examples of full-time or near full-time board service, non-executive service. The governance pundits in the US talk about the value of separating the chair's role from the CEOs. And they point to countries like the UK, where this is done. Well great, but some of those public company, non-executive chairs in the UK are paid well into seven figures and they work full time often with staff to support them.                In the financial sector, especially there are audit chairs who are full-time, not even board chairs, but audit chairs are nearly full-time and paid accordingly. So time I think, is the first of the capabilities. I think another capability is a connection with younger employees and customers. In one of our networks, the average age of directors is well into the 70s. Now I've never met a collectively wiser group. They're truly amazing, but in many cases, their customers could be their great grandchildren.                And so there's a point of connection there that's hard to forge. Boards are working very hard to increase their own diversity, but there's still a long way to go. And the digital universe that's driving many of these companies is evolving so quickly that it's tough for many directors to know even where to begin as they master it. I'm going to add one capability that is just over the horizon, but it's approaching fast. Most of us learned corporate finance based on concepts of the capital markets that took form starting roughly in 1960 and concepts based on assumptions, for example, that all equity shareholders have identical preferences, but most of those assumptions no longer hold. We're driving around a city based on a map that doesn't reflect most of the huge changes made in the last 50 years. And sometimes we're wondering why we're getting lost. And so I think boards need to catch up on these changes as well. David Greenberg: I think it would be interesting, Jonathan, for you to talk a little bit about why you say all equity shareholders don't have identical preferences anymore. In other words, I think what you're saying is the theory was all equity shareholders care about the same thing, which is the growth and the value of their shares. Jonathan Day: Well, I could drone on about this for much time than we have, but let me give just two examples. When is the time horizon? You have shareholders, if you want to call them shareholders that are really algorithms that are trading in and out of companies, not in hours or minutes, but in fractions of seconds. So they have very, very short term time horizons and traders that are seeking a short-term volatility in the companies.                And then on the other hand, you have the big index funds and their managers sometimes describe themselves as almost shareholders in perpetuity. So the time horizons for shareholding are all over the map. The second is the simple assumption that what everybody wants is measurable economic value profits, but over and above the risk adjusted cost of capital. It just not the case any longer. You have very sophisticated investment managers that are saying we are prepared to trade some profitability for higher performance on climate, or social goals, or better governance. We talked about ESG. So the simple assumption that all investors have the same preferences are no longer a fact. Those are just two examples, but there are others that we could provide. David Greenberg: So one of the consequences of what you're saying really reflects the mushrooming expectations on companies today. They seem to be growing by the day. How do you make sense of that? And what are you hearing about that from directors? Jonathan Day :   Well, yeah, the expectations are definitely there and there's even this idea out there that governments have become incapable of taking action and making changes and that companies should do it all. And you get this idea both from the left and from the right that companies should solve all the problems of healthcare, and climate change, and inequality. And I would say that no company, no matter how clever, or large, or powerful can set social policy for the world. Jeff Bezos and Elon Musk may have spaceships, but I really don't think we want them to be controlling nuclear missiles or tanks. So I think companies need to find ways to work more effectively with governments and with regulators so that each can play its part. The biggest companies really are playing multi-national roles and they have to think about issues like diplomacy and statecraft, and yet they can't step in and displace the governments that ultimately have responsibility for that. So all of this I think is going to require a lot more work on the part of boards. And a lot of that comes right back to culture, and ethics, and trust. Can't get away from that. It keeps coming back into the conversation. David Greenberg: Jonathan, clearly this is a conversation we could be having all day, but we're out of time for now. Jonathan Day of Tapestry Networks, thank you for joining me on this episode. My name is David Greenberg, and I want to thank you all for listening to the Principled Podcast by LRN. Outro:   We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principal performance in global organizations, by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcasts on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.  

Jon talks with CFO, Avec O'Brien about how the right CFO in your company can accelerate your decision making and growth! Avec G. O'Brien, is the U.S. & Mexico Controller for Mastronardi Produce/SUNSET. In this role she is responsible for the financial affairs of the organization and focuses on a broad range of financial, operational, strategic and executive leadership issues impacting the organization. Avec is an Officer of the Board of Directors of the Detroit chapter of Financial Executives International (FEI) and a National Board Director at the Association of Latino Professionals for America (ALPFA). She is a graduate of Leadership Detroit (LD XXXIII). Previously, Avec was Chief Financial Officer of the Detroit Science Center. Before that, she was a manager in the assurance and enterprise risk services practice of Deloitte & Touche, LLP. Avec also worked as office manager at Heidrick & Struggles and as Senior Accountant at PricewaterhouseCoopers, Mexico City. Simultaneously, Avec was an associate professor at the MBA program of the Instituto Tecnológico Autónomo de México. Avec has served as board member and as a volunteer of several Detroit-area nonprofits. She is the founding president of the Michigan chapter of ALPFA. Avec earned her Bachelor of Business Administration degree in Public Accounting from the Instituto Tecnológico Autónomo de México. Additionally, she earned her Master in Business Administration with Distinction from the University of Michigan Stephen M. Ross School of Business. Avec is a Certified Public Accountant and a Chartered Global Management Accountant. Avec resides in Novi, Michigan, with her husband Joe and sons James and Michael.   Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with Avec O'Brien: Website: https://www.financialexecutives.org/Network/Chapters/Detroit/Home.aspx 

"I realised, okay, so I've done all this left-brain clever stuff, you know, like accounting, finance, languages, strategy, marketing, dah, dah, dah. I feel suicidal. So clearly I am missing something.  My father was in sales, my brother is in sales and I realised there were people who were far less academic than me who were leading much happier lives and were not trying to kill themselves." John Purkiss.    John finds himself drawn to anything that helps change the world in a positive way including in business, photography and writing books. Working as a headhunter John uses his training in banking and finance every day and shares the value of going beyond that to be far more effective.  We talk about being present, the power of letting go and how letting go does not mean giving up but helps you become more powerful.  Work-life balance John believes is a misnomer - how can you balance one thing that is part of the other?   John Purkiss studied economics at Cambridge University and has an MBA from INSEAD. He began his career with The First National Bank of Chicago, Mercury Asset Management and OC&C Strategy Consultants. John then co-founded a software company and worked in sales and marketing, in the UK, Belgium and France. He joined Heidrick & Struggles, where he set up and ran the CFO Practice in the London office and was promoted to partner. John is now a partner with August Leadership. He is the author of How To Be Headhunted, Brand You and The Power of Letting Go. www.johnpurkiss.com   Connect with John LinkedIn, Twitter, Instagram Resources: http://www.johnpurkiss.com/books/  http://nithyananda.org   A Rich Man's Secret: An Amazing Story For Success, Ken Roberts The Power of Now: A Guide to Spiritual Enlightenment, Eckhart Tolle https://www.headspace.com/ - Meditation and Sleep Made Simple    

Across the UK, Covid-19 has sparked a renewed enthusiasm for leaders with prior CEO experience. The seventh annual Route to the Top 2020 report from Heidrick & Struggles (Nasdaq: HSII) which analysed CEO’s at 965 of the world’s leading companies, including all of the FTSE 100 CEOs in the UK, found that as companies seek to steady the ship amid the pandemic, prior experience as a CEO or CFO was prioritised. As a result, 95% of FTSE 100 CEOs in the UK were male, an increase from 93% in 2019 and 91.8% in 2018. This worrying retrenchment on gender parity progress is a trend that was also reflected in the global report. The Route To The Top report, which looks at the experience and demographics of CEOs across a wide range of industries, found that since the onset of the pandemic, businesses have made prior CEO or CFO experience a top priority. In the UK, 83% of new appointments had C-Suite experience, with 41% of those having previously held a CEO role and 23% having been a CFO. External appointments have increased as companies look further afield for the right leadership, but internal appointments still outnumber them by 2:1. “In more stable times, companies appointing a new CEO might look for someone who can take them in a new direction and make bold choices. This is not the case right now. The ongoing pandemic, as well as the impact of Brexit in the UK, are creating an environment where businesses seek experience and a proven track record above all.” said Claire Skinner, Leader of the Europe and Africa Region at Heidrick. “This understandable desire for stability does come at a cost. Relying on the small talent pool of people who have already got CEO experience creates a barrier to diversity, as most experienced CEOs are older white males. This is reflected in our report where just 5% of CEOs appointed were female.” Cross-industry and cross-border experience have also taken on less importance, providing a further indication that comprehensive, geographically relevant, and industry-focused experience is considered crucial by boards making the most senior hiring decisions right now. The average age of a CEO is 55, while the average age at appointment to CEO is 49. Sharon Sands, Global head of leadership development for Heidrick & Struggles, and co-lead of the CEO & Board Practice in London said: “It’s crucial that Boards look beyond the current crisis, which may abate more quickly than expected due to vaccinations, to the long-term health of their organisations. Topics like sustainability, inclusivity, and diversity are going to be on the agenda for a long time to come, so we would encourage our clients to look for a broad range of leadership experience that goes beyond the financials.” Global Route to the Top 2020 report: Key trends from July 2019 to June 2020 Three-quarters of all CEOs (75%) had previous C-suite experience ? Forty-five percent have previous CEO experience, 18% have COO experience, and 17% have CFO experience. ? Of the markets analyzed, Singapore had the highest preference for previous CEO experience (97%), and China had the lowest (22%); the United States had the highest preference for previous COO experience (48%), and Belgium had the lowest (0%), and Australia had the highest preference for previous CFO experience (24%) and China had the lowest (4%) Gender diversity, and diversity through cross-border and cross-sector experience declined due to the pandemic ? Women only made up 5% of CEOs globally in this year’s report; Ireland had the highest percentage of female CEOs, 15%, and Brazil had the lowest, with zero. ? Thirty-six percent of CEOs had cross-border experience, and 17% had cross-industry experience. ? Twenty-one percent of CEOs were non-nationals. The average age at appointment to CEO is 50, and the average tenure of CEOs globally is 6.2 years ? Globally, only 22% of CEOs were under the age of 45 when appointed. ? The average current age of CEOs is 56; the U...

This week on Fin-Tech Friday, Ron Brown, Partner at Heidrick & Struggles, discusses why there are so few board members of color in corporate America and how that is starting to slowly change.

En este programa con Marga de la Fuente, conocimos el actual escenario laboral, el teletrabajo y como se ha incorporado a nuestra rutina para quedarse. Cómo podemos acceder a nuevos puestos de trabajo donde la tecnología y las humanidades juegan un gran papel. Nos acompañaron, Luis Urbano, CEO de Heidrick & Struggles. Mónica Moreno, Controller de Boyden Internacional. Nacho Hortal, CEO de Job Search Technologies. Y nuestra colaboradora Pilar Gómez, Experta en Protocolo y Relaciones Institucionales.

I just had to good fortune to interview Emily Azevedo. She’s Vice President of Talent of the prominent growth capital firm Mainsail Partners. Based in San Francisco, Mainsail leads majority control investments in EBITDA-positive software & tech-enabled services. Emily joined the firm & works with Mainsail’s portfolio companies on their talent needs, including executive leadership, recruiting, compensation, and assessment. Prior, she mastered her craft at (my alma mater) Heidrick & Struggles, the preeminent executive search firm. In this 20-min conversation, Emily reveals the keys to scaling the people part of your growth business. Including the key pitfalls to avoid.

Join host Mark Gilbreath for "THE FLEXIBLE OFFICE ECONOMY" a weekly dive into the fast moving waters of flexible office, coworking, mobility, workplace experience and commercial real estate,  featuring candid conversations with innovators and leaders from across the Flexible Office Economy.    This weeks guest: William Edmundson, COO Office Evolution  What you'll hear on this episode How the franchising model is entering the Flexible Office economy Insights on Office Evolution, the 4th largest Flexible Office chain in N. America Parallels between the Flexible Office and Hospitality industries Insights on how Flexible Office will perform in a market downturn People and companies mentioned William Edmundson, Office Evolution Mark Gilbreath, LiquidSpace, Global Workspace Association, Ray Schultz, Marriott, Cambria, Choice Hotels, Heidrick & Struggles, Hampton Inn, Starwood, Ritz Carlton, Abbey Office Centers, Chris Brown, Cushman Wakefield, Regus, WeWork  

Pete Leibman is a consultant, speaker, and bestselling author who has been featured on Fox News, CBS Radio, and CNNMoney.com. He's the creator of StrongerHabits.com, and his latest book is an Amazon bestseller: "Work Stronger; Habits for More Energy, Less Stress, and Higher Performance at Work." Pete worked as an executive recruiter at Heidrick & Struggles, one of the world’s premier executive search firms. In his free time, he teaches one of the largest group exercise classes in the Washington, DC area.

Chris Murdock is the Co-Founder and Senior Partner of IQTalent Partners. Chris has over 18 years of executive recruiting experience and leads search execution and client relationships along with supporting searches across the firm. Prior to Founding IQTalent Partners, Chris was a Sourcer with Yahoo!'s internal Executive Recruiting team in the corporate offices in Sunnyvale, California. Previous to Yahoo!, Chris was an Associate in the Menlo Park, California office of with Heidrick & Struggles, where he recruited for software, hardware, professional services, and semiconductor clients. Before Heidrick & Struggles, Chris worked in the Retail Practice of TMP Worldwide in Atlanta, Georgia. While with TMP Worldwide, he worked on CEO, General Merchandise Manager, and various VP and Buyer level searches. Chris earned a bachelor's degree from Vanderbilt University. “In order to start the business I had to leave Yahoo, they just happened to make the decision for me. I had to get out of my comfort zone. And ultimately realising that we could have started IQ talent sooner it bothers me from time to time. Because I did get comfortable, I didn't listen to the people that told me that the way that I think about recruiting and sourcing was unique. I didn't understand it at the time so maybe I could have made that transition to being an entrepreneur sooner. But ultimately Yahoo had to make that decision for me.”…[Listen for More] Click Here for Show Notes To Listen or to Get the Show Notes go to https://wp.me/p6Tf4b-6HR

Read the complete transcription on the Sales Game Changers Podcast website. RANDY'S CLOSING TIP TO EMERGING SALES LEADERS: "When you get to that point where you feel like you're at the end of your rope, tie a knot and hang on because the wind's going to change, somebody's going to come along, a call you made six months ago and order a six figure order from you. If you're out there in the marketplace making the calls and doing what you should be doing every single day and you haven't had a lick of success but you're doing all the right things, it will happen. " Randy Cochran has over 30 years of software, hardware and cloud experiences in direct, indirect and telesales go to market strategies. He's well known for leading the partner and channel programs at Symantec. He also ran the Northern Virginia practice for Heidrick & Struggles, an executive search firm focusing on VP level and above assignments. He's had a great career leading sales teams and working with top sales executives. Find Randy on LinkedIn!

I met today’s guest as he drove me and Steve Levy to a dinner hosted by Gerry Crispin in Nashville a few weeks back while i was at the Jobg8 summit...afterwards he also introduced me to Nashville's best dive bar and then the day after he invited me to hang out in the offices of IQ Talent before my flight left. We had time to have lunch, and commiserate for an afternoon while overlooking the Nashville skyline. Chris Murdock is the Co-Founder and Senior Partner of IQ Talent Partners. Chris has over 18 years of executive recruiting experience and leads research and sourcing for the firm while also developing client relationships. Prior to Founding IQTalent Partners, Chris was a Sourcer with Yahoo!'s internal Executive Recruiting team in the corporate offices in Sunnyvale, California. Previous to Yahoo!, Chris was an Associate in the Menlo Park, California office of with Heidrick & Struggles, where he recruited for software, hardware, professional services, and semiconductor clients. Before Heidrick & Struggles, Chris worked in the Retail Practice of TMP Worldwide in Atlanta, Georgia. Todays Topics: Quick bio….and Tell the listeners what you guys do at IQtalent? Sourcing as a service? Describe the size of your team, what types of jobs do you typically source for. Distributed? How do you train them? Open rates for emails…? Phone calls to a live person? Lots of vmails? Do you have an ATS? If so what What Other software tools in your HR toolbox? Ever source anyone from Facebook/Twitter or Instagram? Finish this sentence: sourcing people in 5 years will be like ______________? The RecTech Podcast is sponsored by: https://www.rejobify.com/ Hiretual - https://hiretual.com/business/RecTech?utm_source=RecTech  

Brad Warga, Consultant in Global Technology and CHRO Practice with Heidrick & Struggles calls in to talk to Andrew about Executive Search, Job Search, a bit of the "behind the scenes" on the discipline of recruiting and some tips and tricks for job seekers. While it's not dead yet, Brad points out signs of the demise of the traditional resume. Brad also offers some general life advice about education and balance to his younger self you might take note of. You can follow Brad on Twitter @bradwarga Our Show Music is "Life of Riley" by Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/

Greg McKeown has dedicated his career to discovering why some people break through to the next level—and others don't. The definitive treatment of this issue is addressed in McKeown's latest project: the instant New York Times and Wall Street Journal bestseller, Essentialism: The Disciplined Pursuit of Less.  As well as frequently being the #1 Time Management book on Amazon, this book challenges core assumptions about achievement to get to the essence of what really drives success. McKeown is the CEO of McKeown, Inc., a company whose clients include Airbnb, Apple, Google, Facebook, Pixar, Salesforce.com, Symantec, Twitter, VMware and Yahoo!. His writing has appeared or been covered by Entrepreneur, Fast Company, Fortune,HuffPost, Politico, and Inc. Magazine. He is among the most popular bloggers for the Harvard Business Reviewand LinkedIn's Influencersgroup: averaging a million views a month. McKeown has been interviewed on numerous television and radio shows including NPR's All Things Consideredand NBC's Press: Here.Entrepreneur Magazinevoted his interview at Stanford University the #1 Must-See Video on Business, Creativity and Success.     More About Speaker, Greg McKeown… McKeown is an accomplished public speaker. He has spoken to hundreds of audiences around the world including in Australia, Bulgaria, Canada, China, England, India, Ireland, Italy, Japan and Singapore. Recent highlights include speaking at SXSW, interviewing Al Gore at the Annual Conference of the World Economic Forum in Davos Switzerland and receiving a personal invitation from Haakon, Crown Prince of Norway, to speak to his Annual Innovation Conference. McKeown challenges conventional wisdom in a unique and engaging style from the first moment to the last instant. As the event organizer at Greater Public said after McKeown addressed their 1,000-person conference, “I have been part of this event for 16 years and McKeown is the best speaker we have everhad!” McKeown is an active Social Innovator. Serving as a Board Member for Washington D.C. policy group Resolve(KONY 2012)and as a mentor with 2 Seeds, a non-profit incubator for agricultural projects in Africa. He has also been a speaker at non-profit groups including The Kauffman Fellows, Net Impact and Stanford University: he recently gave back to Stanford University by co-creating a popular class called, Designing Life, Essentially. He serves as a Young Global Leader for the World Economic Forum.  He recently moderated a session at the “Summer Davos” in China called, “Unpacking Social Innovation Models for Maximum Impact”, served as a panelist at the “Sharpening Your Creative Edge” working session at the Forum.  Prior to this, McKeown collaborated in the research and writing of Multipliers: How the Best Leaders Make Everyone Smarter and worked for Heidrick & Struggles' Global Leadership Practice assessing senior executives.  Originally from London, England, McKeown now lives in Silicon Valley with his wife and their four children. He graduated with an MBA from Stanford University.        

Jeff is on a simple mission: Recruit Rockstars & teach others to do the same. He launched his recruiting career at Heidrick & Struggles and Spencer Stuart, the preeminent global executive search firms. Today, he's Chief Talent Officer at Chicago-based Strong Suit Executive Search. Along the way, Jeff created 4 companies, backed by $50 million in venture capital. Jeff is author of the bestselling book Recruit Rockstars: The 10 Step Playbook To Find The Winners & Ignite Your Business. As a Professor at Kellogg School of Management, Jeff teaches the MBA course about recruiting. He is also host of the 5-star rated Strong Suit Podcast and weekly contributor to Forbes. Jeff holds a master's degree from Kellogg and a bachelor's degree from Wharton.   Show notes by show producer/podcastologist: Danielle Taylor   Connect with Jeff Hyman Twitter: @jeffhymantweets Book: Recruit Rockstars Website: www.recruitrockstars.com Email: jeff@strongsuit.com   Reach The Nice Guys Here: Doug- @DJDoug Strickland- @NiceGuyonBiz   Nice Guys Sponsor: Interview Valet is the  best podcast booking service. They are the leader in Podcast Interview Marketing to help you easily turn listeners into leads.   Nice Guys Links Support the podcast at www.Patreon.com/NiceGuys Subscribe to the Podcast Niceguysonbusiness.com TurnkeyPodcast.com - You're the expert. Your podcast will prove it. Podcast Production, Concept to Launch Book Doug and/or Strick as a speaker at your upcoming event. Amazon #1 Best selling book Nice Guys Finish First. Doug's Business Building Bootcamp (10 Module Course) Survey: Take our short survey so The Nice Guys know what you like.   Partner Links: Amazon.com: Click before buying anything. Help support the podcast. Interview Valet:  Get interviewed on top podcasts and share your message. Acuity Scheduling: Stop wasting time going back and forth scheduling appointments Social Quant - Boost your Twitter following the right way. Targeted reach   Promise Statement: To provide an experience that is entertaining and adds value to your life. Never underestimate the Power of Nice.

It is important to have a proactive talent strategy when planning and building your pipeline for your hiring process. Know when and how to tap into the pipeline. Developing a solid foundation, always recruiting by using your referral resources, and utilizing the tools and changes that companies can make promotes successful hiring searches. Show Guest:  Ken Schmitt grew up in an entrepreneurial household with a father who was a Jack in the Box franchisee for 25 years, and a mother who left the accounting world to become a real estate agent.  After spending 9 years working for a local boutique firm and one of the world's largest Executive Search firms, Heidrick & Struggles, he launched TurningPoint Executive Search in 2007. The past two Years, TurningPoint has been ranked one of the Top 150 Fastest Growing Private Companies in San Diego (SDBJ). Ken is also the Founder and CEO of the Sales & Marketing Leadership Alliance (SMLA), and the annual Sales & Marketing Leader of the Year Awards (SMLYs). Ken is a thought leader in executive search and takes a high touch, concierge-style approach to placing first class talent. Which makes him the perfect guest for today’s topic! He is the Author of LinkedIn Hiring Secrets for Sales and Marketing Leaders.  (Amazon.com) Episode highlights: The importance of a proactive talent strategy Building your pipeline When & How to tap into the pipeline The Why… Process is Reactive Starting at Ground zero (Avoid reinventing the wheel with each new search) Pre plan questions Organize- time, pace, resume/profile Foundation -  Developing The Plan Proactive mindset Always be recruiting (ABC….) Consistent message, not being transactional Look at recruiting as a revenue generating or sales process. Building the pipeline. Always be Recruiting Employee referrals Industry leaders Top performers Tools & Tweaks that companies can make to succeed Simple spreadsheet on excel Poor job of mining their own data. Someone owning the process. Employee referral program- on going notification   Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.

In this episode we’re joined by Linda Zhang, Partner in Charge, Shanghai, at executive search firm Heidrick & Struggles. First joining Heidrick & Struggles in 2000, Zhang was among the first wave of executive recruitment specialists in China. Also having spent time at the World Economic Forum and Bain & Company, Zhang has gained unique insight into the world of management throughout Shanghai’s economic transformation over the last 20 years. We discuss her past experiences and how the rapid changes occurring during this time have impacted management in China.

This is Part 2 of a 2-part interview with Andy Mooney, CEO of Fender Musical Instruments Corporation.  (http://shop.fender.com/en-US/about ). You will recall from Part 1 that I joined Andy in his new Hollywood offices, which were still in the finishing touches of the build out, on September 14th 2016. We had a sweeping conversation covering his leadership at Fender, his product orientation and brand focus and industry innovation that he is leading at Fender. Fender had their grand opening celebration of the new Hollywood offices one week after our meeting on September 22nd.  Please link to this LA Weekly article on the back of the album cover for some great photos of Fender’s new and inviting Hollywood space including shots of Andy and his executive team. (http://www.laweekly.com/music/fender-guitars-has-a-new-home-in-the-heart-of-hollywood-photos-7410496 ). In this Part 2 of 2 we’ll discuss new product lauches and touch on many of the considerations – from supply chain to marketing and communications. We’ll also discuss product growth and pricing.   Program Guide  Andy Mooney Interview Part 2 of 2 – “Product & Brand Leadership” 0:32      Introduction to Part 2 of 2 with Andy Mooney 1:22      Supply Chain / Product Line Management: Process and Execution 3:55      Breaking Up Organizational Silos through a Project Management Officer 6:00      Marketing Focus: Communications and Social Media 10:00    Supply Chain: Inventory Carrying Protocols 11:50    Break 12:06    Growth Potential and Gaining Market Share 16:47    The Value of the Guitar and Pricing 21:31    Wrap Up and Conclusion   Informative and Helpful Links  More about Fender: http://shop.fender.com/en-US/about More about Andy Mooney: https://en.wikipedia.org/wiki/Andy_Mooney More about the National Association of Music Merchants (NAMM): https://www.namm.org   Prior National Association of Music Merchants (NAMM) Interviews with: Andy Mooney January 2016: https://www.youtube.com/watch?v=WbfAUVNgw-I With Phyllis Fender, Leo Fender’s wife: https://www.namm.org/library/oral-history/phyllis-fender NAMM’s Compelling Library of Oral History Interviews: https://www.namm.org/library/oral-history/all An Excellent Video Tour of the Fender Fullerton Manufacturing Facility Circa 1957 or 1959 https://www.youtube.com/watch?v=nswcAPvH0P8 Dan Orkin’s informative feature on gear history in Reverb.com and the impact of the CBS takeover of Fender on guitar designs in 1965.  https://reverb.com/news/fender-and-the-cbs-takeover Link to Rolling Stone Video and Article on The Edge and his Custom Signature Fender Strat.  http://www.rollingstone.com/music/news/see-u2s-the-edge-geek-out-about-new-custom-guitar-20160324 Funk Museum reference – The Funk Center, Dayton Ohio  http://www.thefunkcenter.org info@thefunkcenter.org   The Leadership Lyceum Podcast Subscribe to the podcast at iTunes: https://t.co/a70rtSiQnW or SoundCloud: https://soundcloud.com/thomas-linquist Follow Leadership Lyceum on:          LinkedIn: https://www.linkedin.com/in/thomas-linquist-682997          Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum          Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes Podcasts which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues.    Biography on Andy Mooney Andrew (Andy) P. Mooney has been the Chief Executive Officer of Fender Musical Instruments Corporation since June 2015. He served as the Chief Executive Officer of Quiksilver Inc. from January 10, 2013 to March 27, 2015. Andy served as President of Walt Disney Company since January 2000. He spent 11 years leading Disney Consumer Products (DCP), first as President and then as Chairman of DCP.  He pioneered the $4 billion Disney Princesses franchise and retail lines based on the Pixar Animation films, “Toy Story” and “Cars.” While at Disney, he and his team revolutionized Disney's licensing business, re-invented the Disney Stores and opened Disney English Language Learning Centers in China, creating an exciting new growth opportunity for the company. Prior to Disney, Mooney spent 20 years with Nike, Inc. Originally, joining Nike's United Kingdom division as CFO, he transitioned to marketing in 1982.  He held several senior positions before relocating to the United States in 1984 and becoming Chief Marketing Officer for Nike in the US in 1994. Throughout his Nike tenure, Andy led Nike’s footwear product line management team, was General Manager of Nike’s $3 billion global apparel business and founded its equipment division. Andy worked for 20-years with Nike, Inc., and served as its Vice President of Global Brands. As Chief Marketing Officer, he was responsible for worldwide marketing strategies for the Nike and Jordan brands. Andy hails from Scotland and holds an Accounting Certificate in the United Kingdom. He was awarded an Honorary Doctorate of Business Administration in 2008 by Queen Margaret University, Edinburgh.   Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum in the podcast section at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by The Leadership Lyceum LLC

Part 1 of 2: “Product and Brand Leadership” Interview with Andy Mooney, CEO of Fender Musical Instruments.  Welcome to Episode 6 of the Leadership Lyceum: A CEO’s Virtual Mentor.  This is Part 1 of a 2-part interview with Andy Mooney, CEO of Fender Musical Instruments Corporation.  (http://shop.fender.com/en-US/about ). I joined Andy in his new Hollywood offices, which were still in the finishing touches of the build out, on September 14th 2016. We had a sweeping conversation his leadership at Fender, his product orientation and brand focus and industry innovation that he is leading at Fender. Fender had their grand opening celebration of the new Hollywood offices one week after our meeting on September 22nd.  Please link to this LA Weekly article on the back of the album cover for some great photos of Fender’s new and inviting Hollywood space including shots of Andy and his executive team. (http://www.laweekly.com/music/fender-guitars-has-a-new-home-in-the-heart-of-hollywood-photos-7410496 ).   Program Guide  Andy Mooney Interview Part 1 of 2 – “Product & Brand Leadership”   0:32 Introduction to Part 1 of 2 with Andy Mooney 0:42 Fender Historical Context and Ownership History 2:50 Quick Intro to Andy Mooney 3:49 Interview: Servco Pacific and TPG Objectives for Andy Mooney as CEO 5:10 Aside: More Background Detail and Bio on Andy Mooney 6:19 Interview: Owners’ Objectives for Andy (continued) 7:49 View of the Fender Brand: Great Products First, Form Follows Function, Quality is a Business Model 9:43 Profound Depths of a Brand – Leo Fender’s Belief 11:49 Relationships with the Artists 13:30 Addressing the Abandonment Phenomenon with Musical Instruments 14:07 Break 14:23 Addressing the Abandonment Phenomenon (cont.) 17:29 Parents’ Education and Role in Development of Music 19:45 Music/Instrument Communities, Proficiency Development and Progression 22:00 Break 22:15 The Ritchie Blackmore Factor – Drawing Interest to Guitar 24:38 Changing Demographics and Tailoring Design 28:53 Communities and Proximity – Los Angeles/Hollywood Offices 30:49 Wrap up and Preview of Episode 6, Part 2 of 2 with Andy Mooney, CEO of Fender Instruments Informative and Helpful Links More about Fender: http://shop.fender.com/en-US/about More about Andy Mooney: https://en.wikipedia.org/wiki/Andy_Mooney More about the National Association of Music Merchants (NAMM): https://www.namm.org   Prior National Association of Music Merchants (NAMM) Interviews with: Andy Mooney January 2016: https://www.youtube.com/watch?v=WbfAUVNgw-I With Phyllis Fender, Leo Fender’s wife: https://www.namm.org/library/oral-history/phyllis-fender NAMM’s Compelling Library of Oral History Interviews: https://www.namm.org/library/oral-history/all   An Excellent Video Tour of the Fender Fullerton Manufacturing Facility Circa 1957 or 1959 https://www.youtube.com/watch?v=nswcAPvH0P8   Dan Orkin’s informative feature on gear history in Reverb.com and the impact of the CBS takeover of Fender on guitar designs in 1965.  https://reverb.com/news/fender-and-the-cbs-takeover   Link to the Rolling Stone Video and Article on The Edge and his Custom Signature Fender Strat.  http://www.rollingstone.com/music/news/see-u2s-the-edge-geek-out-about-new-custom-guitar-20160324 Funk Museum reference – The Funk Center, Dayton Ohio  http://www.thefunkcenter.org   Subscribe to the podcast at iTunes: https://t.co/a70rtSiQnW or SoundCloud: https://soundcloud.com/thomas-linquist Follow Leadership Lyceum on:          LinkedIn: https://www.linkedin.com/in/thomas-linquist-682997          Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum   Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues.    Biography on Andy Mooney Andrew (Andy) P. Mooney has been the Chief Executive Officer of Fender Musical Instruments Corporation since June 2015.  He served as the Chief Executive Officer of Quiksilver Inc. from January 10, 2013 to March 27, 2015.  Andy served as President of Walt Disney Company since January 2000. He spent 11 years leading Disney Consumer Products (DCP), first as President and then as Chairman of DCP.  He pioneered the $4 billion Disney Princesses franchise and retail lines based on the Pixar Animation films, “Toy Story” and “Cars.” While at Disney, he and his team revolutionized Disney's licensing business, re-invented the Disney Stores and opened Disney English Language Learning Centers in China, creating an exciting new growth opportunity for the company. Prior to Disney, Mooney spent 20 years with Nike, Inc. Originally, joining Nike's United Kingdom division as CFO, he transitioned to marketing in 1982.  He held several senior positions before relocating to the United States in 1984 and becoming Chief Marketing Officer for Nike in the US in 1994. Throughout his Nike tenure, Andy led Nike’s footwear product line management team, was General Manager of Nike’s $3 billion global apparel business and founded its equipment division. Andy worked for 20-years with Nike, Inc., and served as its Vice President of Global Brands. As Chief Marketing Officer, he was responsible for worldwide marketing strategies for the Nike and Jordan brands. Andy hails from Scotland and holds an Accounting Certificate in the United Kingdom. He was awarded an Honorary Doctorate of Business Administration in 2008 by Queen Margaret University, Edinburgh.   Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum in the podcast section at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by The Leadership Lyceum LLC

Part 2 of 2: “Lifeline Sector Cybersecurity Leadership” Interview with Tom Fanning, Chairman and CEO of Southern Company Welcome to Episode 5 of the Leadership Lyceum: A CEO’s Virtual Mentor.  This is Part 2 of a 2 part interview with Tom Fanning, Chairman and CEO of Atlanta-based Southern Company (http://southerncompany.com ).  If you are joining us by linking over from my recent feature article on Mr. Fanning in trade-publication Public Utilities Fortnightly (https://www.fortnightly.com ), welcome to our podcast.  Southern Company has $18 billion in annual revenues and is the second largest utility in the US, with 9 million gas and electric customers in 9 states.  Tom Fanning has been Chairman and CEO since December of 2010.  This Part 2 of 2 focuses on Tom Fanning’s leadership activities outside of, but certainly related to, Southern Company.  He is serving as EEI Chairman this year and is Chairman of the Electricity Sub-Sector Coordinating Council, the principal liaison between the electric sector and the federal government for coordinating efforts against cyber threats and physical terrorism. Our conversation will explore his vision as Chairman of EEI this year, and his leadership in cyber and physical security and his call to action for the other “lifeline” or critical sectors like financial services and telecom.  I joined Tom Fanning in his office in Atlanta for this conversation on August 10th 2016. Part 1 of our discussion revealed his rationale for Southern’s investment activities and his vision and leadership in actuating it.  Southern Company has been building and buying in key areas including nuclear, renewables, natural gas, clean coal, and energy efficiency. If Southern’s sweeping strategic activity raised questions in the observance, Tom’s answers both illuminated Southern’s vision and illustrated the characteristics of his leadership.  In Part 1, we sorted through what Tom calls his “All of the Above” approach by addressing Southern’s areas of investment one by one.     More about Southern Company http://southerncompany.com, Ticker: NYSE: SO (https://www.nyse.com/quote/XNYS:SO ) More about Tom Fanning: https://en.wikipedia.org/wiki/Thomas_A._Fanning More about the National Infrastructure Advisory Council (NIAC): https://www.dhs.gov/national-infrastructure-advisory-council The NIAC Charter: https://www.dhs.gov/sites/default/files/publications/niac-charter-renewal-cmotbs-final-11-13-13.pdf The NIAC Report that I reference from Dec 2015 about CEO Collaboration: https://www.dhs.gov/sites/default/files/publications/niac-ceo-report-response-nsc-final-12-01-15-508.pdf   Subscribe to the podcast at iTunes: https://t.co/a70rtSiQnW or SoundCloud: https://soundcloud.com/thomas-linquist Follow Leadership Lyceum on:          LinkedIn: https://www.linkedin.com/in/thomas-linquist-682997          Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum          Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues.   Program Guide  Tom Fanning Interview Part 2 of 2 – “Cybersecurity Leadership”  0:32       Introduction to Part 2 of 2 with Tom Fanning 1:52       Southern Company and Tom Fanning Background 3:24       Origins of Responsibility 5:35       Vision for the Electric Industry as EEI Chairman 7:40       Break 7:59       Cybersecurity: Origins of Tom Fanning’s Involvement 9:19       Cybersecurity: Complex Array of Agencies and Departments and Private Sector Companies 12:25     Cybersecurity: Involvement of the Chief Executive from the Private Sectors 17:06     Break 17:19     Cybersecurity and Physical Terrorism: Potential Modes and Means of Attacks 19:00     Cybersecurity and the National Interest: Industry Responsibilities and Government Obligations 20:40     Wrap up and Preview of Episode 6: Interview with Andy Mooney, CEO of Fender Instruments  Biography on Tom Fanning Thomas A. (Tom) Fanning has been chairman, president and CEO of Southern Company since 2010. Under Fanning's leadership, Southern Company is focused on continually finding better ways to serve customers and communities with clean, safe, reliable and affordable energy. With more than 35 years of experience at Southern Company, Fanning also serves as chair of the Federal Reserve Bank of Atlanta and holds senior positions in numerous business and public policy organizations, making him an internationally respected voice on issues ranging from energy innovation and economic growth to cybersecurity. Fanning is a passionate proponent of a common-sense national energy policy based on developing the full portfolio of energy resources. As such, Southern Company is the only U.S. energy provider investing in nuclear, 21st century coal, natural gas, renewables and energy efficiency. Through its subsidiaries, Southern Company is leading America's nuclear renaissance by constructing two state-of-the-art units in Georgia, building an innovative coal gasification facility in Mississippi and has added or announced more than 4,000 megawatts of renewable energy since 2012. Following the completion of its merger with Southern Company Gas (formerly AGL Resources), in July 2016, Southern Company now serves 9 million electric and gas utility customers across the United States. Building on a legacy of robust, proprietary research and development, Fanning also has challenged Southern Company's 32,500 employees to build the future of energy and develop real solutions that improve peoples' lives. Fanning says of Southern Company's mission: "In everything we do, our goal is to provide people with ways to better meet their economic challenges, build better communities and seek a better future for their children."  Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum in the podcast section at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by The Leadership Lyceum LLC

This is Part 1 of a 2 part interview with Tom Fanning, Chairman and CEO of Atlanta-based Southern Company (http://southerncompany.com ).  If you are joining us by linking over from my recent feature article on Mr. Fanning in trade-publication Public Utilities Fortnightly (https://www.fortnightly.com ), welcome to our podcast.  Southern Company has $18 billion in annual revenues and is the second largest utility in the US, with 9 million gas and electric customers in 9 states.  Tom Fanning has been Chairman and CEO since December of 2010.  Tom has been very active in industry leadership. He is serving as EEI Chairman this year and is Chairman of the Electricity Sub-Sector Coordinating Council, the principal liaison between the electric sector and the federal government for coordinating efforts against cyber threats and physical terrorism. Moreover, Southern Company, under Tom’s leadership, is taking positions across a curiously wide spectrum of the nation’s energy value chain. I joined Tom Fanning in his office in Atlanta for this conversation on August 10th 2016. Part 1 of our discussion will reveal his rationale for Southern’s investment activities and his vision and leadership in actuating it.  Southern Company has been building and buying in key areas including nuclear, renewables, natural gas, clean coal, and energy efficiency. If Southern’s sweeping strategic activity raises questions in the observance, Tom’s answers both illuminate Southern’s vision and illustrate the characteristics of his leadership.  We sorted through what Tom calls his “All of the Above” approach by addressing Southern’s areas of investment one by one.     More about Southern Company http://southerncompany.com, Ticker:NYSE: SO (https://www.nyse.com/quote/XNYS:SO ) More about Tom Fanning: https://en.wikipedia.org/wiki/Thomas_A._Fanning Subscribe to the podcast at iTunes: https://t.co/a70rtSiQnW or SoundCloud: https://soundcloud.com/thomas-linquist Follow Leadership Lyceum on:          LinkedIn: https://www.linkedin.com/in/thomas-linquist-682997          Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum          Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues.   Program Guide  Part 1 of 2 Tom Fanning Interview 0:31       Introduction to Part 1 and Tom Fanning, Chairman and CEO of Southern Company 3:27       Sorting the All of the Above Strategy in Parts: Nuclear 5:56       Sorting the All of the Above Strategy in Parts: Clean Coal 8:36       Sorting the All of the Above Strategy in Parts: Renewables 9:34       Break 9:53       Sorting the All of the Above Strategy in Parts: Natural Gas 12:00      Sorting the All of the Above Strategy in Parts: Energy Efficiency 15.56      Break 16:15      Regulatory Entrepreneurship and Regulatory Constraints to Innovation 17:58      Financial Capacity and Constraints to Southern Company Growth 20:38      Wrap up of Part 1 of 2. Preview of Part 2.   Biography on Tom Fanning Thomas A. (Tom) Fanning has been chairman, president and CEO of Southern Company since 2010. Under Fanning's leadership, Southern Company is focused on continually finding better ways to serve customers and communities with clean, safe, reliable and affordable energy. With more than 35 years of experience at Southern Company, Fanning also serves as chair of the Federal Reserve Bank of Atlanta and holds senior positions in numerous business and public policy organizations, making him an internationally respected voice on issues ranging from energy innovation and economic growth to cybersecurity. Fanning is a passionate proponent of a common-sense national energy policy based on developing the full portfolio of energy resources. As such, Southern Company is the only U.S. energy provider investing in nuclear, 21st century coal, natural gas, renewables and energy efficiency. Through its subsidiaries, Southern Company is leading America's nuclear renaissance by constructing two state-of-the-art units in Georgia, building an innovative coal gasification facility in Mississippi and has added or announced more than 4,000 megawatts of renewable energy since 2012. Following the completion of its merger with Southern Company Gas (formerly AGL Resources), in July 2016, Southern Company now serves 9 million electric and gas utility customers across the United States. Building on a legacy of robust, proprietary research and development, Fanning also has challenged Southern Company's 32,500 employees to build the future of energy and develop real solutions that improve peoples' lives. Fanning says of Southern Company's mission: "In everything we do, our goal is to provide people with ways to better meet their economic challenges, build better communities and seek a better future for their children."   Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by The Leadership Lyceum LLC

Matt Schwartz, the president of MJS Executive Search –a 13-year old, New York based retained executive search firm that specializes in placing transformational talent to global Fortune 500 companies. His clients are included but not limited to Pepsi Co, American Express, Fidelity, New York Life, Equinox, and Pitney. Famous Five:   Favorite Book? – Profit First and Rework What CEO do you follow? – Gary Vaynerchuck Favorite online tool? — Send Later and Trello Do you get 8 hours of sleep?— I do If you could let your 20 year old self know one thing, what would it be? – Don’t follow the herd.   Time Stamped Show Notes: 01:44 – Nathan introduces Matt 02:44 – Why MJS Executive Search is different 02:51 – The trends have changed 03:45 – The roles placed for Pepsi Co 04:30 – Engineers for reinventing equipment 05:30 – We are there to tell the story 05:40 – The pitch MJS delivers 06:42 – How MJS make money through placing people on roles 07:41 – Our competition bills the entire fees in 90 days 08:15 – Founded MJS Executive Search in 2002 08:32 – First year revenue was $85,000 08:45 – Matt left Heidrick & Struggles with an $280K salary including bonuses 09:24 – They changed the complain significantly 10:35 – “I had nothing to lose.” 11:01 – MJS’ revenue in 2015 was $1.1M 11:14 – Revenue goal for 2016 is $1.4M 11:39 – Working with a team from Less Doing’s Virtual Assistance Services 12:19 – Nathan hates humans 12:40 – Matt spends $700 to $1000 monthly for a virtual assistant 13:17 – Bottom line profit in 2015 was $600K 13:31 – What the entrepreneur does to create wealth for himself 14:00 – Meeting with Michael Michalowicz 14:25 – I struggled with not knowing where my cash wash 14:34 – Bank balance accounting 15:57 – Matt wants to make sure he has security, funding, and business health 16:23 – Nathan’s struggle with his investments 17:04 – Matt can save up to $53,000/year from his bank balance accounting 17:24 – All on the profit first 17:43 – The average contract value from $80K to $100K 18:05 – Working with an average of 5 to 6 customers per year 18:21 – MJS is competing with the largest firms in the world 19:06 – Connect with Matt thru his email address and website 21:25 – The Famous Five   3 Key Points: We are there to tell the story. Struggling without knowing where your cash is at. All on profit first.   Resources Mentioned: Toptal– Nathan found his development team using Toptal  for his new business Send Later. He was able to keep 100% equity and didn’t have to hire a co-founder due to quality of Toptal Host Gator– The site Nathan uses to buy his domain names and hosting for cheapest price possible. Freshbooks– The site Nathan uses to manage his invoices and accounts. Leadpages – The drag and drop tool Nathan uses to quickly create his webinar landing pages which convert at 35%+ Audible– Nathan uses Audible when he’s driving from Austin to San Antonio (1.5 hour drive) to listen to audio books. Profit First and Rework – Matt’s favorite business books Send Later and Trello – Matt’s favorite online tools Connect with Matt thru his email address and website Show Notes provided by Mallard Creatives  

Welcome to Episode 4 of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast. This is Part 2 of a 2 part interview with Bryan Shinn, CEO of US Silica.  US Silica (http://www.ussilica.com) is a NYSE-listed $643 million revenue producer and distributor of commercial silica through two segments: 2/3 of revenues derived from Oil & Gas Proppants Segment - in essence as sand to prop and maintain fractured openings in oil and gas fracking applications. 1/3 of revenues derived from Industrial & Specialty Products (ISP) - for glassmaking, building products, filtration and chemical applications to name a few. In this Episode 4 in the Leadership Lyceum, Bryan will share his experience over his seven-year tenure at US Silica - first as head of Sales & Marketing for the Company and then as CEO and leading the company through an Initial Public Offering (IPO) during his first year as CEO.   In Part 1 we focused on his moving from head of Sales & Marketing and then to President and CEO where he set the new strategy and transformed the Company through the IPO to the delight of his private equity investors Golden Gate Capital (http://www.goldengatecap.com). Our conversation in Part 2 covers his leadership through the downturn in their Oil & Gas segment.  He will also share insight into his leadership as a CEO and advice for those aspiring to be a CEO. More about US Silica: Ticker USLC.  http://www.ussilica.com More about Bryan Shinn: http://www.ussilica.com/about/management-team Subscribe to the podcast at iTunes: https://t.co/a70rtSiQnW or SoundCloud: https://soundcloud.com/thomas-linquist Follow Leadership Lyceum on:          LinkedIn: https://www.linkedin.com/in/thomas-linquist-682997          Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum              Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues. Program Guide  Part 2 of 2 Bryan Shinn Interview 0:48        Introduction to Part 2 and Bryan Shinn, CEO of US Silica 1:56        Experience of Operating in a Downturn 11:40      Break 12:31      Approach to Customers in the Current Environment 15:15      Break 15:35      Approach to Leadership as CEO – 5 Key Areas of Leadership Focus 22:05      Break 22:30      Advice for Aspiring CEOs 31:08      Wrap Up and Conclusion of Episode 4   Biography on Bryan Shinn Bryan A. Shinn has served as president of US Silica since March 2011 and as chief executive officer and a member of the board of directors since January 2012. Prior to assuming this position, Mr. Shinn was senior vice president of sales and marketing from October 2009 to February 2011. Before joining US Silica, Mr. Shinn was employed by the E. I. du Pont de Nemours and Company from 1983 to September 2009, where he held a variety of key leadership roles in operations, sales, marketing and business management, including global business director and global sales director. Mr. Shinn earned a Bachelor of Science degree in mechanical engineering from the University of Delaware. As a result of these and other professional experiences, Mr. Shinn possesses particular knowledge and experience in operations, sales, marketing, management and corporate strategy that strengthen the board's collective qualifications, skills and experience.   Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by The Leadership Lyceum LLC

Part 1 of 2 Interview Leading an IPO with Bryan Shinn, CEO of US Silica  Welcome to Episode 4 of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast.  This is Part 1 of a 2 part interview with Bryan Shinn, CEO of US Silica.  US Silica (http://www.ussilica.com) is a NYSE-listed $643 million revenue producer and distributor of commercial silica through two segments:  2/3 of revenues derived from Oil & Gas Proppants Segment - in essence as sand to prop and maintain fractured openings in oil and gas fracking applications.   1/3 of revenues derived from Industrial & Speciality Products (ISP) - for glassmaking, building products, filtration and chemical applications to name a few.   In this Episode 4 in the Leadership Lyceum, Bryan will share his experience over his seven-year tenure at US Silica - first as head of Sales & Marketing for the Company and then as CEO and leading the company through an Initial Public Offering (IPO) during his first year as CEO.   In Part 1 we will focus on his moving from head of Sales & Marketing and then to President and CEO where he set the new strategy and transformed the Company through the IPO to the delight of his private equity investors Golden Gate Capital (http://www.goldengatecap.com). Our conversation in Part 1 ranges from his transition to CEO, establishing a new culture, and his leadership through the IPO in early 2012.  He will share advice, best practices and lessons learned from the IPO.     More about US Silica: Ticker USLC.  http://www.ussilica.com  More about Bryan Shinn: http://www.ussilica.com/about/management-team  Subscribe to the podcast at iTunes: https://t.co/a70rtSiQnW or SoundCloud: https://soundcloud.com/thomas-linquist  Follow Leadership Lyceum on: LinkedIn: https://www.linkedin.com/in/thomas-linquist-682997  Twitter: @LeaderLyceum https://twitter.com/LeaderLyceum  Email us: Linquist@leadershiplyceum.com  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues. Program Guide  Part 1 of 2 Bryan Shinn Interview  1:04       Introduction to Part 1 and Bryan Shinn, CEO of US Silica 2:04       Introduction to US Silica 3:11       Interview: Process of Becoming CEO - From SVP of Sales & Marketing at US Silica 4:30       Development Toward Becoming CEO.  Leadership in Setting Vision and New               Strategic Direction 6:58       Developing Oil & Gas Organization from Scratch 8:08       Break  8:37       Transformation of Organization and Establishing a US Silica Culture: Five Tenets to Culture 11:10     Ensuring a Low Political Culture 13:10     Open Door Policy Between Management and Board of Directors 15:18     Potential Acquisition Targets - Using US Silica Stock as Currency 17:10     Break 17:27     IPO Experience: Advice and Reflection 20:02     Experience of IPO and Public Company Leadership Requirements 21:12     PE Ownership: Influence on Disciplines and Preparation for Pubic Ownership 22:30     Compliments to Golden Gate Capital, US Silica’s PE Owner going into the IPO 23:42     Shining Moments/Memories of the IPO 26:25     Specific Preparation for the IPO Transaction - Communications and Soliciting Investor Advice 28:59     Looking Back: Areas of Improvement in Approach to the IPO 30:35     Wrap Up/Preview of Part 2 and Conclusion of Interview with Bryan Shinn   Biography on Bryan Shinn Bryan A. Shinn has served as president of US Silica since March 2011 and as chief executive officer and a member of the board of directors since January 2012. Prior to assuming this position, Mr. Shinn was senior vice president of sales and marketing from October 2009 to February 2011. Before joining US Silica, Mr. Shinn was employed by the E. I. du Pont de Nemours and Company from 1983 to September 2009, where he held a variety of key leadership roles in operations, sales, marketing and business management, including global business director and global sales director.  Mr. Shinn earned a Bachelor of Science degree in mechanical engineering from the University of Delaware. As a result of these and other professional experiences, Mr. Shinn possesses particular knowledge and experience in operations, sales, marketing, management and corporate strategy that strengthen the board's collective qualifications, skills and experience.   Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by Dinosaur Productions LLC  

Part 2 of 2 Interview with Bob Flexon, CEO of Dynegy in Houston.    Welcome to Episode 3 of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast. Part of a Sub-Series on “CEO from CFO” This is Part 2 of a 2 part interview with Bob Flexon, CEO of Dynegy. Dynegy is a $5.5 billion revenue independent power producer in the US operating 26,000 megawatts of power generating facilities in eight states. The capacity from 35 power stations provides capability to power 21 million homes. Bob will share his experience over his five-year tenure at Dynegy as CEO and leading the company through financial distress, an orderly bankruptcy and emergence, and substantial growth through acquisition upon the emergence. Part 1 focused on Bob’s establishment of the culture of the organization to create an environment that could thrive in the major business transformation that would ensue. In Part 2 we will explore Bob’s leadership through major transformational events. The value of mentors and his advice to CFOs, CEOs, and boards of directors toward development of CEO successors. More about Dynegy: Ticker DYN. http://www.dynegy.com/ More about Bob Flexon: http://www.dynegy.com/corp-governance/board-of-directors/robert-c-flexon More about Senn Delaney and Culture Shaping: http://www.senndelaney.com/ Follow Leadership Lyceum on Twitter: @LeaderLyceum Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues. Program Guide  Part 2 of 2 Bob Flexon Interview 1:04       Introduction to Part 2 1:50       Background/Career History on Bob Flexon 4:06       Interview: Modification of Leadership – Moving from CFO to CEO 6:15       Impact of Influential People/Mentors: Bill Joyce, CEO at Hercules and David Crane, CEO at NRG 8:30       Break 8:49       Leading Outside Comfort Zone – Getting the Best Out of Individuals 12:08     Break 12:26     Development Advice for CFOs Aspiring to CEO 14:14     Advice to Boards for CEO Succession and Selection 15:32     Parting Thoughts – Company Culture and Culture’s Role in a Winning Organization 16:07     Wrap Up and Preview of Episode 4 – Interview with Bryan Shinn, CEO of US Silica Biography on Bob Flexon Robert Flexon is the president and CEO of Dynegy, an independent power producer based in Houston with 26,000 megawatts of power-generating facilities in eight states and revenue of $5.5 billion. Dynegy's 35 power stations provide electricity to 21 million homes in the Midwest, Northeast, and West Coast. Before coming to Dynegy in 2011, Flexon was CEO of Foster Wheeler, a global engineering and construction firm; and CFO and COO of independent power producer NRG. He has also held key finance and accounting positions with Hercules, a specialty chemical manufacturer, and Atlantic Richfield Company (ARCO), an oil and gas extraction company. A certified public accountant, Flexon earned a BS in accounting from Villanova. He serves on the Board of Neighborhood Centers, the largest not-for-profit in Texas. Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles.  Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by Dinosaur Productions LLC

This is Part 1 of a 2 part interview with Bob Flexon, CEO of Dynegy. Dynegy is a $5.5 billion revenue independent power producer in the US operating 26,000 megawatts of power generating facilities in eight states. The capacity from 35 power stations provides capability to power 21 million homes. Bob will share his experience over his five-year tenure at Dynegy as CEO and leading the company through financial distress, an orderly bankruptcy and emergence, and substantial growth through acquisition upon the emergence. Part 1 will focus a great deal on Bob’s establishment of the culture of the organization to create an environment that could thrive in the major business transformation that would ensue. More about Dynegy: Ticker DYN. http://www.dynegy.com/ More about Bob Flexon: http://www.dynegy.com/corp-governance/board-of-directors/robert-c-flexon More about Senn Delaney and Culture Shaping: http://www.senndelaney.com/ Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues. Program Guide  Part 1 of 2 Bob Flexon Interview 1:45       Introduction to Part 1 4:12       Getting the People on the Bus: Selecting the Team and Development of the Team 7:25       Culture Shaping in the Equation and the Senn Delaney Firm 9:00       Break 9:11       Behavioral Science Background Information – Life Events and Business Events 10:15     As Part of Acquisitions – Giving People the Culture Shaping Tools 11:23     Culture Shaping – Helped the Purchase of Assets from Ameren – Tom Voss 12:36     Culture Shaping – Providing a Framework and Tools for Moving from CFO to CEO 14:47     Break 15:06     Culture Shaping – The CEO’s “Purpose” 17:55     Communication and Being Here Now 21:55     Conclusion and Reflection and Preview of Part 2 of 2   Biography on Bob Flexon Robert Flexon is the president and CEO of Dynegy, an independent power producer based in Houston with 26,000 megawatts of power-generating facilities in eight states and revenue of $5.5 billion. Dynegy's 35 power stations provide electricity to 21 million homes in the Midwest, Northeast, and West Coast. Before coming to Dynegy in 2011, Flexon was CEO of Foster Wheeler, a global engineering and construction firm; and CFO and COO of independent power producer NRG. He has also held key finance and accounting positions with Hercules, a specialty chemical manufacturer, and Atlantic Richfield Company (ARCO), an oil and gas extraction company. A certified public accountant, Flexon earned a BS in accounting from Villanova. He serves on the Board of Neighborhood Centers, the largest not-for-profit in Texas. Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles.  Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by Dinosaur Productions LLC

Welcome to Episode 2 of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast. Part of a Sub-Series on “CEO from CFO” This is Part 2 of a 2 part interview with Mark Pytosh, CEO of $300 million CVR Partners, a Houston-based manufacturer of ammonia and urea ammonium nitrate for fertilizer products. The company is owned by billionaire Carl Icahn's Icahn Enterprises.   Mark will share his experience of moving from CFO to CEO in an Icahn-controlled organization.  Our conversation will explore his experience for working in a variety of ownership structures including public company and private equity-backed organizations.  We will discuss his leadership alterations in moving from CFO to CEO.  He will provide advice to CFOs interested in becoming CEOs and to Boards contemplating developing and promoting a CFO in a CEO succession process. Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues. https://itunes.apple.com/us/podcast/leadership-lyceum-ceos-virtual/id1118682019 Program Guide  Part 1 of 2 Mark Pytosh Interview 1:09       Introduction to Part 2 2:03       Experiences Developed as CFO toward becoming CEO 4:01       influence of Private Equity Ownership on his leadership 5:36       Break 5:54       Advice for Boards on developing a CFO into a viable CEO Successor 10:53     Break 11:10     CFO Development – the CEO’s Responsibility and CFO Requirements for fitness as CEO 14:02     Break 14:18     What Mark seeks in a viable CEO successor 17:18     Parting advice for CFOs aspiring to CEO 19:15     End + Preview of Episode 3 featuring Bob Flexon, CEO of Dynegy   Biography on Mark Pytosh Mark Pytosh is the president and CEO of $300 million CVR Partners, a Houston-based manufacturer of ammonia and urea ammonium nitrate for fertilizer products. CVR Partners, whose majority stakeholder (CVR Energy) is owned by billionaire Carl Icahn's Icahn Enterprises, engages in petroleum refining through two crude oil refineries in Oklahoma and Kansas. Before joining CVR Partners as CEO, Pytosh was CFO at Tervita Corporation, a Canada-based environmental and energy services company; CFO at Covanta Energy Corporation, a global waste energy renewable power company chaired by Sam Zell; and CFO of Waste Services, an integrated solid waste services company that operates in the United States and Canada. Pytosh led recapitalizations of both Tervita and Covanta. Prior to his corporate leadership, he spent 18 years in investment banking. Pytosh earned a BS in chemistry at the University of Illinois at Urbana-Champaign. He serves on the Board of Directors for the University of Illinois Foundation. Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles.  Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. https://itunes.apple.com/us/podcast/leadership-lyceum-ceos-virtual/id1118682019 Copyright 2016 by Dinosaur Productions LLC

Welcome to Episode 2 of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast. Part of a Sub-Series on “CEO from CFO” This is Part 1 of a 2 part interview with Mark Pytosh, CEO of $300 million CVR Partners, a Houston-based manufacturer of ammonia and urea ammonium nitrate for fertilizer products. The company is owned by billionaire Carl Icahn's Icahn Enterprises.   Mark will share his experience of moving from CFO to CEO in an Icahn-controlled organization.  Our conversation will explore his experience for working in a variety of ownership structures including public company and private equity-backed organizations.  We will discuss his leadership alterations in moving from CFO to CEO.  He will provide advice to CFOs interested in becoming CEOs and to Boards contemplating developing and promoting a CFO in a CEO succession process. Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues. Program Guide  Part 1 of 2 Mark Pytosh Interview 1:41       Introduction to Mark Pytosh 3:50       CEO in a Carl Icahn controlled organization 8:35       Break 8:56       Leadership Alterations as CEO vs. CFO 11:40     Preparations and Prerequisites for Fitness as a CEO 13:56     Breaking Old Habits 15:51     Areas of Impact CEO vs CFO 16:38     Advice for Boards on Promoting a CFO to a CEO 18:39     CFO Categories Strategic Orientation & Capital Markets Operational & Cost Focus Financial Reporting, Controls, & Governance 20:52     End + Preview of Part 2 of 2 Biography on Mark Pytosh Mark Pytosh is the president and CEO of $300 million CVR Partners, a Houston-based manufacturer of ammonia and urea ammonium nitrate for fertilizer products. CVR Partners, whose majority stakeholder (CVR Energy) is owned by billionaire Carl Icahn's Icahn Enterprises, engages in petroleum refining through two crude oil refineries in Oklahoma and Kansas. Before joining CVR Partners as CEO, Pytosh was CFO at Tervita Corporation, a Canada-based environmental and energy services company; CFO at Covanta Energy Corporation, a global waste energy renewable power company chaired by Sam Zell; and CFO of Waste Services, an integrated solid waste services company that operates in the United States and Canada. Pytosh led recapitalizations of both Tervita and Covanta. Prior to his corporate leadership, he spent 18 years in investment banking. Pytosh earned a BS in chemistry at the University of Illinois at Urbana-Champaign. He serves on the Board of Directors for the University of Illinois Foundation. Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles.  Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by Dinosaur Productions LLC

Link to the Podcast: http://leadershiplyceum.libsyn.com/rss Welcome to the DEBUT of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast. This is Part 2 of a 2 part interview with Jonathan Baliff, CEO of $1.7 bln NYSE-listed Bristow Group and his experience of moving from CFO to CEO during a downturn in the energy industry. In our conversation in Part 2, Jonathan will share his experiences of going through an intensive CEO succession process at Bristow and will provide advice to CFOs considering the part to CEO and to Boards contemplating a CEO succession process. In his words what got you here isn’t necessarily going to get you there. Please download the Leadership Lyceum App at iTunes which will enable future content to come to you automatically. Link to the Podcast: http://leadershiplyceum.libsyn.com/rss Rate us and spread the word among your fellow executives and board colleagues. Biography on Jonathan Baliff Since July 2014, Jonathan Baliff has been the CEO of the Bristow Group, a $1.7 billion company providing fixed and rotary wing air service to the global off-shore energy industry. Prior to becoming CEO, he served as CFO for four years. He has also been the head of strategy at NRG Energy and a member of the global energy group at both JP Morgan and Credit Suisse. Baliff attended the Georgia Institute of Technology, graduating with a bachelor’s degree in aerospace engineering, and later obtained his master’s in foreign service. He was an aviator in the United States Air Force, flying the F-4G Phantom in the first Gulf War. He retired with the rank of Captain. Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles.  Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career he has interviewed thousands of leaders.  Link to the Podcast: http://leadershiplyceum.libsyn.com/rss

Debut episode of the Leadership Lyceum: A CEO’s Virtual Mentor podcast.  Part 1 of a 2 part interview with Jonathan Baliff, CEO of $1.7 bln NYSE-listed Bristow Group and his experience of moving from CFO to CEO during a downturn in the energy industry. Our conversation will explore his priorities around safety, culture and corporate performance and overall leadership.  He will provide advice to CFOs interested in becoming CEOs and to Boards contemplating a CEO succession process. Please download the Leadership Lyceum App at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues.   Biography on Jonathan Baliff Since July 2014, Jonathan Baliff has been the CEO of the Bristow Group, a $1.7 billion company providing fixed and rotary wing air service to the global off-shore energy industry. Prior to becoming CEO, he served as CFO for four years. He has also been the head of strategy at NRG Energy and a member of the global energy group at both JP Morgan and Credit Suisse. Baliff attended the Georgia Institute of Technology, graduating with a bachelor’s degree in aerospace engineering, and later obtained his master’s in foreign service. He was an aviator in the United States Air Force, flying the F-4G Phantom in the first Gulf War. He retired with the rank of Captain.   Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles.  Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career he has interviewed thousands of leaders.    Copyright 2016 by Dinosaur Productions LLC  

Cross-regional experience can propel business professionals into greater success than ever before. Many people realize the importance of this and yet few understand how to conduct an effective cross border job search. In the next CareerCast, Carolyn Chan, Managing Partner for the Chief Human Resource Officer Practice, Asia Pacific, Partner in the Consumer Markets Practice, and Co-Chairs the Singapore Chapter of Women Corporate Directors and Diversity initiatives at Heidrick & Struggles will share her lessons learned from both a corporate and executive search perspective. In addition, she will relate her multi-region knowledge, extensive cross border experience, and insights on how to identify strategic opportunities and leverage them for long-term career achievement.