Podcast appearances and mentions of Spencer Stuart

While the numbers have been improving, CMOs still have the shortest tenure in the c-suite globally. Spencer Stuart data shows CMOs in Fortune 500 companies now have average tenure of 4.3 years against a c-suite average of 4.9 years. But variance is huge: Tellingly, Forrester data shows a 75% variance in average CMO tenure across the industries it tracks, with B2B CMOs recording the lowest average tenure, while B2C record the longest. Across the inaugural Australian CMOs of the Year finalists and winners, a list including both c-suite level marketers as well as heads of marketing reporting into divisional or other c-suite leaders, average role tenure came in at a much lower 3 years 3 months.Yet across submissions, several marketing chiefs cited much longer role and company tenure – and delivered stronger marketing effectiveness case studies for it. Three joined us for the latest CMO Awards podcast, powered by Mi3, to reveal how longer tenure has helped them build trust and pursue bolder, more expansive decisions and work: Intrepid’s former chief customer officer and now president of the Americas, Leigh Barnes, Kennard’s Hire GM of marketing and customer, Manelle Merhi, and Patties Foods’ chief marketing and growth officer, Anand Surujpal. The trio agreed: Tenure has seen them flip the switch on marketing as an ego-centric profession focused on delivering individual results – often, as quickly as you can – to putting the brands and business first. All of them are investing in longer-term opportunities and have the confidence to experiment, fail fast, pick up the learnings and progress. As well as sharpening their commercial aptitude, tenure has also opened doors they never would have found the handle on without embedding themselves truly as leaders within their respective organisations. Barnes, who has been with Intrepid for nearly 15 years and took 14th spot in our CMOs of the Year, has spent the last three years orchestrating a transformation of marketing from 90:10 performance-to-brand mix, to 60:40 in favour of brand. It’s been a huge adjustment but results speak volumes: From a $60.7 million loss in 2021 to a $21.8 million net profit, and a $29 million revenue bump from first-time customers in early 2025 alone. “For me, tenure has enabled me to be real, and that gives me the opportunity to say what I think, say when I'm struggling, say when I don't understand something, be vulnerable. But also, when I'm really confident about something, I can say that with gusto, and the business backs and supports that,” Barnes comments. Merhi, who joined Kennards as head of marketing 12 years ago, was 25th in our CMOs of the Year list for her bold work revitalising the sales team, as well as embedding four key customer personas that are driving growth, including its latest commercial segment successes. Today, every Kennard’s branch and employee speaks the language of customer, she says proudly. “I genuinely believe tenure allowed for the trust, for proven capability, for notches on the belt that make people want to sit, listen and be curious in return,” Merhi says.It’s that willingness to back you that’s also helping Surujpal, an eight-year veteran at Patties Foods, to take recently acquired brand, Lean Cuisine, in a completely different direction. He’s also tasked with taking Four ‘N’ Twenty into international markets.“It's the trust of the organisation that you've got this, you’ve done this before. You know you're going to get a few things wrong, but you're going to get more things right than wrong,” he says. “The relationship between myself, my sales counterparts, my CEO, my CFO, is really strong. We've got an incredibly strong business partner relationship.”See omnystudio.com/listener for privacy information.

In this special episode of The Science of Personality, Ryne and Blake interview guests in person at the 2025 Society for Industrial and Organizational Psychology (SIOP) Conference in Denver. Featured guests include:-  Brian J. Ruggeberg, Consultant, Spencer Stuart      o   Topic: Using Hogan tools for executive assessment and development-  Comila Shahani-Denning, PhD, Professor of Psychology, Hofstra University      o   Topic: Benefits of graduate students getting Hogan certified-  Nadine Maliakkal, PhD, Talent Analytics Consultant, Hogan Assessments      o   Topic: Creativity in leadership-  Kevin Mitchell, PhD, Talent in Organizational Development Manager, MIT Lincoln   Laboratory      o   Topic: Creativity in leadership-  Nicole Dickie, Senior Consultant (APAC), Hogan Assessments      o   Topic: Global Leadership Effectiveness Survey early findingsTake Global Leadership Effectiveness  Survey here: https://www.hoganassessments.com/news-events/updates/call-for-participation-global-research-study-on-effective-leadership/

A CMO Confidential Interview with Richard Sanderson, the firm's Marketing, Sales and Communications leader shares his take on the "hot off the presses" study of the Fortune 500. Toplines include stable tenure with variations by industry, how the job and title are rapidly morphing away from the traditional role (only 40% of companies use the CMO title), and the fact that a full "one third" of companies do not have a CMO-like role. Richard shares his observations of marketplace dynamics which include: why more CMO's are moving on to bigger roles than ever before; why he still thinks it is "The Golden Age of Marketing;" the reason there's so few marketers on boards; and how many companies are facing a "cold start" problem with AI. Tune in to hear why "it's not the end of the world to suffer a career setback," and the difference between "Ostriches and Wolves."Dive into the fascinating evolution of the Chief Marketing Officer role with insights from the groundbreaking Spencer Stuart 2025 CMO Study. Host Mike Linton, former CMO of Best Buy, eBay, and Farmers Insurance, welcomes Richard Sanderson, leader of Spencer Stuart's Marketing, Communications, and Sales Practice, to discuss the future of marketing leadership. Key topics include the average CMO tenure, the rise of hybrid titles like Chief Growth Officer, diversity challenges, and the impact of AI on marketing careers and strategies.Tune in to hear exclusive findings on how the CMO role compares to other C-suite positions, why a third of Fortune 500 companies no longer have a CMO, and what it means for your career. Richard shares invaluable advice on leadership, career progression, and adapting to the rapidly changing marketing landscape. Whether you're a seasoned marketer, aspiring leader, or business enthusiast, this episode offers practical insights and actionable strategies to stay ahead.Subscribe to CMO Confidential for more expert perspectives and exclusive content on marketing, leadership, and business innovation. Don't miss this essential conversation for the future of marketing!#cmo #digitalmarketing #cmoroleevolution #executivemarketinginsights #chiefmarketingofficerCHAPTERS:00:00 - AI Powered Digital Experiences at Adobe Summit00:37 - CMO Confidential Insights01:19 - Introducing Richard Sanderson04:56 - CMO Study Results 202511:09 - CMO Tenure by Industry Differences12:14 - Companies Without a CMO17:15 - Eliminating the CMO Role21:05 - Rise of the Chief Growth Officer23:50 - Future of CMOs: Will They Go Extinct?25:25 - Marketers on Corporate Boards29:43 - AI Impact on Career Development32:53 - Unaddressed Topics in Marketing33:05 - The Diversity Paradox in Marketing34:31 - Importance of External Hires37:34 - Current Focus Areas for Marketers39:16 - Practical Advice and Funniest Story42:43 - Highlights from Adobe SummitSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The CPG Guys feature a special episode that our very own Sri Rajagopalan hosted with his Thinkblue partner Manish Sharma & Greg Welch - partner at Spencer Stuart in the executive practice. They had a discussion on how board seats, CEO's, and C-suite leaders are found and placed at the world's largest market cap brands. Find Greg Welch on Linkedin at : https://www.linkedin.com/in/gwwelch/ Find Spencer Stuart on Linkedin at : https://www.linkedin.com/company/spencer-stuart/posts/?feedView=all Find Spencer Stuart online at : https://www.spencerstuart.com/ Here's what Manish & Sri asked him :Here's what we asked him :1. Leadership Journey :  to start off, can you share a defining moment in your career that shaped your leadership style?2. Industry Insight : From your perspective, what qualities or traits do you see consistently in people who go on to become great leaders?3. Mentorship and Growth : "Who has been the most influential mentor in your journey, and what key lesson did they impart to you that still influences your leadership approach today?4. Leadership Philosophy : "How would you succinctly describe your leadership philosophy, especially considering the unique role you play in helping organizations find their future leaders?5. Talent Identification : what specific qualities or behaviors stand out to you that indicate a person has the potential for greatness?6. Leadership Challenges : Could you share a significant challenge you encountered during your career, and how you approached overcoming it?7. Nurturing Leadership in Others"How do you identify and nurture emerging leaders within an organization, especially when you're tasked with finding someone who fits both the culture and the leadership needs of a company?"8. Future of Leadership"Looking ahead, what qualities do you believe are going to be the most important for leaders to succeed, especially as the workplace evolves with technological advancements and changing workforce dynamics?"9. Personal Growth and Development"Greg, even with all your experience, how do you continue to grow and develop as a leader? What drives your personal growth?"10. Cultural Fit"Given the diversity of leadership styles and company cultures, how do you assess whether a leader is the right cultural fit for a specific organization?"11. Emotional Intelligence Please contribute to the Red Cross Disaster Relief Fund here: https://americanredcross.donordrive.com/campaign/CPG-Retail-FiresCPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comCPG Scoop Website: http://CPGscoop.comRhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Niren Thanky and Lynn LaPierre, consultants from Spencer Stuart, join Becker's Healthcare to discuss the biopharma and life sciences industry trends they are watching for in 2025. They delve into the impacts of AI, GLP-1 drugs, private equity investment, and more, exploring their implications for leadership and the broader industry.This episode is sponsored by Spencer Stuart.

Andrew Tallents, has built an impressive career, starting with his early roles at prestigious firms like Spencer Stuart and Warren Partners, where he honed his expertise in executive search and leadership development. His journey has led him to founding The Tallents Partnership, where he now empowers leaders globally to excel and achieve transformative results. As a trusted advisor, conscious leadership coach, and best-selling author, Andrew is dedicated to helping leaders achieve triple bottom line success while living their personal and professional dreams. It's an honour to have him on the show today!Ross and Andrew talk about thinking as a leader, getting triggered, being in the present, intentional leadership, situational leadership, Shirzad Chamine - Positive Intelligence, saboteurs, facing emotion, controlling things, pleasing people, self coaching, self discipline, self accountability, the power of questions, reconnecting with who we are and refocusing. The pair also discuss positive mindset, reflecting, daily meditation, slowing down to speed up, being efficient, keeping people calm, accountability, blaming people, disconnections, safe environments to speak, peoples energy, judging people, out of comfort zones, role playing, MyIntent bracelets, communicating principles, taking responsibility, reflecting, why do we do things, desire, motivation, ultimate goals, laziness, naivety, skydiving and joy.Timecodes:00:15 Intro to Andrew01:26 Conscious Leadership explained03:13 Conscious Leadership in moments of pressure08:33 Techniques to help self coach12:26 Getting the work done15:06 Examples of leaders doing it well16:37 Examples of leaders getting it wrong19:00 Vulnerability and coaching people's struggles22:27 Self coaching against pushback and relationships25:16 Modelling behaviour29:52 Loving in relationships31:28 Valuing family36:17 AI coaching making leadership decisions41:41 Limits to self-coaching44:49 Following through51:02 The last time Andrew did something for the first time53:56 Andrew's podcast - Confessions of a successful leader54:40 Andrew's favourite podcast episodesConnect with Andrew:LinkedInWebsiteSelf-coaching for leadersBookConnect with Ross:WebsiteLinkedInMoonshot Innovation 

In this episode, we delve into the pressing challenges and opportunities facing leaders of children's hospitals. Alexis Stiles and Suzy Cobin from Spencer Stuart discuss the unique financial challenges, leadership requirements, and growth strategies that are shaping the pediatric healthcare landscape. Tune in to learn how children's hospitals are adapting to the changing healthcare environment and ensuring the best possible care for young patients.This episode is sponsored by Spencer Stuart.

Welcome to today's episode of our podcast, where we dive into the future of marketing leadership based on insights from the article “CMO 2025 - The future of marketing leadership,” published by Spencer Stuart. This discussion is rooted in the synthesis of opinions from top marketing leaders about the evolving role and characteristics essential for a Chief Marketing Officer (CMO) by 2025. #MarketingLeadership #CMO2025 #FutureOfMarketing #ExecutiveLeadership #SpencerStuart #LeadershipSkills #InnovativeMarketing #B2BMarketing #StrategicLeadership Content Links: Delve deeper into the transformative characteristics of future marketing leaders with the full article from Spencer Stuart's Research & Insights section at CMO 2025 - The Future of Marketing Leadership.

Episode Topic In this episode of Pay Pod, Kevin Rosenquist sits down with Toby Donovan, an executive recruiter at Spencer Stuart specializing in high-level placements within the fintech and payments sectors. Toby sheds light on how executive search firms like Spencer Stuart operate, particularly in the dynamic world of payments and financial technology. As companies in the payments space seek specialized talent to drive growth, Toby shares his experience matching top-notch candidates with companies looking to expand their teams. If you're curious about the inner workings of executive recruitment and how it impacts the fintech industry, this episode provides a unique look behind the scenes. Listen in to understand how recruitment trends are evolving in the payments industry. Learn what makes a strong candidate stand out in today's competitive fintech landscape, and discover how companies are increasingly valuing diverse experience within their teams. Whether you're seeking new career insights or looking to strengthen your company's recruitment strategy, Toby Donovan offers valuable takeaways for professionals at all levels.   Lessons You'll Learn Toby Donovan reveals the secrets behind successful executive placements and shares what companies really look for in top candidates. You'll learn why experience across different parts of the payments ecosystem can be a game-changer and how "sideways moves" can broaden your career opportunities. Toby explains how executive recruiters evaluate candidates, what traits are essential for cultural fit, and how companies can minimize the risk of hiring mismatches. Discover the importance of storytelling in interviews, as Toby emphasizes how a well-articulated career journey can make or break a candidate's chances. By the end of the episode, you'll understand the value of long-term recruiter relationships and how they can benefit your career progression. If you're aiming to climb the corporate ladder in fintech or payments, these insights will equip you with practical steps to achieve your career goals.   About Our Guest Toby Donovan is an executive recruiter at Spencer Stuart, a leading global search firm known for its expertise in executive placements within the financial services and payments sectors. With over a decade of experience, Toby has helped countless companies find top-level talent to lead critical initiatives in the payments and fintech spaces. Before his current role, Toby spent years as a conference producer, immersing himself in the financial technology world before fintech even became a buzzword. At Spencer Stuart, Toby leads senior-level searches for companies across the globe, particularly in North America, leveraging his broad network and deep industry insights. Specializing in consumer financial services and payments, he matches executives with organizations ready to make transformative changes. His unique career path and experiences in London, Australia, and the United States provide him with a global perspective on recruitment, helping businesses find the right leaders for strategic growth.   Topics Covered This episode dives into the intricacies of executive search within the fintech and payments industries. Toby discusses the importance of payment diversity, which refers to having experience in multiple areas of the payments ecosystem. He outlines how Spencer Stuart approaches executive recruitment, from understanding client needs to matching candidates with specific skill sets. The conversation covers how the right cultural fit plays a crucial role in long-term placement success and the importance of flexibility around traditional education requirements for certain roles. Listeners will also hear about the changing landscape of career moves in fintech, with an emphasis on "sideways moves" that broaden one's experience without necessarily being a promotion. Finally, Toby shares advice for executives on building valuable relationships with recruiters, making them a long-term career asset. If you're interested in the mechanics of high-level recruitment or looking to make strategic moves within fintech, this episode provides actionable insights.  

Chipmakers are seeing “extremely robust” AI-demand for chips, so why are industry suppliers like ASML missing the mark?  (00:42) Jason Moser and Matt Argersinger discuss: - The totally different outlooks for chipmaker Taiwan semi and equipment provider ASML and what it says about demand in the semiconductor market. - Netflix's ad-supported offering, and why live sports might keep pushing the company to new all-time highs.  - Uber eying Expedia and air travel, and Amazon reaffirming it wants employees back in the office. (19:03) What does CEO tenure have to do with shareholder returns? Bob Stark heads up the succession practice for Spencer Stuart – a leadership consulting firm – he's also the author of The Life Cycle of a CEO. He and his team looked at performance of all chief executives at S&P 500 companies this century – and noticed some trends in company performance.  (33:03) Jason and Matt break down two stocks on their radar: SEMRush and JP Morgan. Visit our sponsor at www.landroverusa.com Stocks discussed: TSMC, ASML, NFLX, UBER, EXPE, AMZN, PLD, SEMR, JPM,  Host: Dylan Lewis Guests: Jason Moser, Matt Argersinger, Bob Stark Engineers: Tim Sparks, Rick Engdahl Learn more about your ad choices. Visit megaphone.fm/adchoices

Never miss an episode, subscribe to the Girlboss Radio podcast. Ready for the next chapter of your career? Join Tori Lazar, former brand builder and marketing executive turned executive coach, to learn practical strategies and actionable steps that will help you create the career and personal life you've always envisioned. Join the Designing The Next Chapter of Your Career course here: https://course.girlboss.com/courses/designing-the-next-chapter-of-your-career  Have you ever wished for an instruction manual on how to be a good manager? We're diving deep into this very topic with Ginny Clarke, a true expert in conscious leadership. With over 30 years in executive recruiting and talent management, Ginny has seen it all. She joined Spencer Stuart, a leading global executive search firm and eventually became a partner. After 12 years, she decided to shift gears and wrote a game-changing book called Career Mapping: Charting Your Course in the New World of Work. Plus, she even served as Google's Director of Leadership Staffing, so you know she's got some serious insights to share! Throughout the conversation, Ginny emphasizes the critical importance of self-awareness and learning from mistakes, urging leaders to let go of the need to always be right. We also explore the pitfalls of traditional hierarchical structures and discuss why so many people are choosing to opt out of climbing the corporate ladder. Ginny tackles the pressing questions that every boss grapples with today: What advice do you have for first-time managers? What are managers getting wrong in today's workplace? And why are so many people stepping back from managerial roles? Spoiler alert: Ginny has some surprising thoughts on that! Whether you're a brand-new manager, a seasoned pro, or just looking to level up your leadership skills, this episode is packed with invaluable insights just for you.

What if you could transform your marketing strategy to not only reach your audience but genuinely resonate with them? In this episode of the Communication Connection Community, we chat with Guillaume Wiatr, the visionary behind Strategic Narrative and founder of MetaHelm, who reveals how he spent over two years guesting on 55 podcasts to build visibility and forge meaningful connections. Guillaume shares his insights on the concept of meaningful marketing, emphasizing the importance of creating value for both the audience and the marketer. We discuss how doing your homework and truly understanding your audience can lead to impactful, lasting client relationships.Guillaume Wiatr is the creator of Strategic Narrative, the business strategy consulting and coaching methodology for entrepreneurial leaders of professional services firms.Through his company, MetaHelm, he steers experts, CEOs, and leadership teams to build a successful business they also love by growing Narrative Power, the leadership ability to defy the normal when the normal is wrong.A former big-firm strategist, Guillaume has also founded four B2B ventures. His expertise is sought by clients ranging from solopreneurs to global organizations like Microsoft, Spencer Stuart, AIG, Symrise, and the Gates Foundation.Guillaume loves teaching and mentoring entrepreneurs at startup incubators and the University of Washington's Master of Science in Entrepreneurship, ranked #3 in the US.Guillaume's gift for you:https://www.metahelm.com/assessmentTake the assessment (mention this podcast, and you'll also receive a 30 minute consultation)Connect with GuillaumeWebsitehttps://www.metahelm.com/Social MediaLinkedIn https://www.linkedin.com/in/guillaumewiatr/YouTubehttps://www.youtube.com/@guillaumewiatrGot a question about something you heard today? Have a great suggestion for a topic or know someone who should be a guest? Reach out to us:askcarl@carlspeaks.caIf you're ready to take the plunge and join the over 3 million people who have joined the podcast space, we'd love to hear your idea and help you get started! Book your Podcast Strategy Session today:https://podcastsolutionsmadesimple.com/get-started/Never miss an episode! Subscribe wherever you get your podcast by clicking here:https://podcastsolutionsmadesimple.buzzsprout.com/Follow us on LinkedIn:https://www.linkedin.com/company/podcast-solutions-made-simpleFollow us on Instagram:https://www.instagram.com/podcastsolutionsmadesimple/Follow us on Facebook:www.facebook.com/groups/podcastlaunchmadesimpleFollow us on Twitter:https://twitter.com/carlrichards72

How can you transform your organisation with AI? Join the conversation with Jason Foster and Charlie Stack, Global Data, Analytics & AI Practice Leader at Spencer Stuart, as they discuss the culture, processes and mindset shifts that leaders need to adopt to leverage AI in their businesses. Discover practical tips on generating and testing business hypotheses, empowering cross-functional teams, and breaking habitual behaviours that create obstacles to innovation and experimentation. Tune in now to learn how to leverage AI for your business. ***** Cynozure is a leading data, analytics and AI company that helps organisations to reach their data potential. They work with clients on data and AI strategy, data management, data architecture and engineering, analytics and AI, data culture and literacy, and change management and leadership. The company was named one of The Sunday Times' fastest-growing private companies in 2022 and 2023 and named the Best Place to Work in Data by DataIQ in 2023.For more information, visit www.cynozure.com.

Healthcare executives face a unique set of challenges when transitioning into new roles. This episode of the Becker's Healthcare Podcast Series dives deep with Darleen DeRosa, a consultant in leadership advisory services, and Noah Shamosh, partner in leadership advisory services, on the biggest hurdles new leaders face, and offers a 5-point plan for organizations to ensure their success.This episode is sponsored by Spencer Stuart.

Richard Sanderson started his executive search career as a summer intern at Russell Reynolds Associates in London, then transitioned it into a full-time position as a research consultant with them, which brought him to the States. After five years in that role, he left the world of executive search and went to business school. He then worked at a management consulting firm until 2010, when he rejoined Russell Reynolds Associates. He then moved over to Spencer Stuart in 2018, where he leads their Marketing, Sales, and Communications Officer Practice. For the past 22 years, Spencer Stuart has created an annual CMO Tenure Report to better understand the average tenure of marketing leaders with the goal of determining if there is truth in the perception that marketing leadership roles have high turnover rates, if so, why, and how CMO tenure compares to other leadership roles. On the show today, Alan and Richard talk about the methodology of the study, key takeaways, and what he predicts for the future of the CMO role. Richard tells us how the current average CMO tenure compares to the past average, where it ranks among the rest of the C-suit, and what that means for new hires and internal promotions. They also discuss what may lead to misrepresentations and misunderstandings around the CMO role, as well as how the percentage of women and underrepresented racial and ethnic groups has changed in recent years. In this episode, you'll learn:The goal of the CMO Tenure Study and key takeaways from the newest reportHow CMO tenure compares to the rest of the C-Suite and what it tells usPredictions for the evolution of the CMO roleKey Highlights:[02:00] The second “Stag Do”[04:05] Richard's career path[07:40] What is the CMO Tenure Report?[09:10] Changing up the methodology: From the Top 100 advertising spend to the Fortune 500 [11:15] The average CMO tenure and how it compares[13:20] Is a longer tenure always better?[17:10] External hires vs. internal promotions [20:55] Succession data across industries [24:55] Marketing in the technical sector[25:43] Everyone has a CMO, right?[26:50] Women in the CMO ranks[28:20] Underrepresented groups in the CMO ranks[29:40] The future evolution of the CMO role[35:25] Different names for the same jobs[38:45] Structural changes cause collateral damage. [40:45] Lessons from immigration [42:30] Advice to his younger self [45:50] Marketers are asked to do it all.[47:20] The ongoing politicization of brandsLooking for more?Visit our website for the full show notes, links to resources mentioned in this episode, and ways to connect with the guest! Become a member today and listen ad-free, visit https://plus.acast.com/s/marketingtoday. Hosted on Acast. See acast.com/privacy for more information.

Today, on Notable Leaders' Radio, I talk with Guillaume Wiatr, Principal & Founder of MetaHelm. He speaks to the importance of a holistic business vision, guiding leaders to define a purpose beyond profit, leading to greater success in talent retention, sales, and personal fulfillment.   In today's episode, we discuss: Embrace your uniqueness. Guillaume shares how being labeled an anomaly became a compliment, teaching him the value of authenticity and defying norms. Writing serves as a tool for authentic expression, allowing individuals to develop ideas publicly and connect with their true audience without the pressure of perfection. Through narrative power, Guillaume empowers leaders to redefine their business vision, attracting talent, aligning with clients, and fostering resilience in turbulent times. The importance of a holistic business vision, guiding leaders to define a purpose beyond profit, leading to greater success in talent retention, sales, and personal fulfillment. "It's gonna be okay. Just relax," Navigate challenges with resilience, authenticity, and trust in yourself.   RESOURCES: Complementary Resources: Are you building an authentic business with the power of your narrative? Find out by taking the free MetaHelm Assessment at https://www.metahelm.com/assessment. Let Guillaume know you heard him on The Notable Leaders Radio Podcast to apply for a 30-minute debrief of your results.   Guillaume Wiatr's Bio Guillaume Wiatr is the creator of Strategic Narrative®, the business strategy consulting and coaching methodology for entrepreneurial leaders of professional services firms. Through his company, MetaHelm, he steers experts, CEOs, and leadership teams to build a successful business they also love by growing Narrative Power, the leadership ability to defy the normal when the normal is wrong. A former big-firm strategist, Guillaume has also founded four B2B ventures. His expertise is sought by clients ranging from solopreneurs to global organizations like Microsoft, Spencer Stuart, AIG, Symrise, and the Gates Foundation. Guillaume loves teaching and mentoring entrepreneurs at startup incubators and the University of Washington's Master of Science in Entrepreneurship, ranked #3 in the US. Email: guillaume@metahelm.com  Website: www.metahelm.com  LinkedIn: https://www.linkedin.com/in/guillaumewiatr/  YouTube: https://www.youtube.com/@guillaumewiatr Belinda's Bio: Belinda is a sought-after Leadership Advisor, Coach, Consultant, Keynote speaker, and a leading authority in guiding global executives, professionals, and small business owners to become today's highly respected leaders. As the Founder of BelindaPruyne.com, Belinda works with such organizations as IBM, Booz Allen Hamilton, BBDO, The BAM Connection, Hilton, Leidos, Yale School of Medicine, Landis, and the Discovery Channel. Most recently, she redesigned two global internal advertising agencies for Cella, a leader in creative staffing and consulting. She is a founding C-suite and executive management coach for Chief, the fastest-growing executive women's network. Since 2020, Belinda has delivered more than 72 interviews with top-level executives and business leaders who share their inner journey to success; letting you know the truth of what it took to achieve their success in her Notable Leaders Radio podcast. She gained a wealth of expertise in the client services industry as Executive Vice President, Global Director of Creative Management at Grey Advertising, managing 500 people around the globe. With over 20+ years of leadership development experience, she brings industry-wide recognition to the executives and companies she works with. Whether a startup, turnaround, acquisition, or global corporation, executives and companies continue to turn to Pruyne for strategic and impactful solutions in a rapidly shifting economy and marketplace. Website: Belindapruyne.com Email Address: hello@belindapruyne.com LinkedIn: https://www.linkedin.com/in/belindapruyne  Facebook: https://www.facebook.com/NotableLeadersNetwork.BelindaPruyne/  Twitter: https://twitter.com/belindapruyne?lang=en  Instagram: https://www.instagram.com/belindapruyne/   

Welcome back to another episode of The Grey Areas podcast! This week, we are thrilled to be joined by the incredible Ginny Clarke. Ginny is a world-renowned conscious leadership expert, sought-after speaker, author, instructor, and advisor. Her approach to leadership is rooted in the five dimensions of conscious leadership, which encourages leaders to deepen their self-awareness, embrace their truth, inspire love, expand their consciousness, and activate their mastery. Ginny empowers individuals to become radically accountable and fosters a space for healthy, authentic leadership.With over 30 years of expertise in executive recruiting and talent management, Ginny has held leadership roles at Google and Spencer Stuart. Among her many accomplishments, she is the author of "Career Mapping: Charting Your Course in a New World of Work" and the host of the Fifth Dimensional Leadership podcast. Ginny teaches people to demonstrate empathy, honour their competency, and drive positive change and growth.In this episode, Ginny sits down with us to discuss conscious leadership and building inclusive work cultures. Tune in to hear more on:6:30 - How to lead from the soul.11:30 - The five dimensions of conscious leadership.20:30 - Finding the courage and bravery to uphold boundaries.23:30 - The first steps to instil action and change in senior roles.25:30 - Burnout: How it affects leaders and how to work through it31:30 - Practical ways to approach uncertain corporate situations.43:10 - Cubicle Confessions: Conflict, negativity, and high-pressure positions.Ginny's Links YoutubeInstagramTikTokFifth Dimensional Leadership PodcastCareer Mapping: Charting Your Course in the New World of Work Kelsey's Links For You:WebsiteGrey Areas InstagramKelsey's InstagramLinkedInTikTok

Jaya Saxena (She/Her) is the Director of Diversity, Equity and Inclusion of Spencer Stuart, a global executive search and management advisory firm. Spencer Stuart employs approximately 2200 globally. · Connect with Jaya Saxena on LinkedIn · Follow Spencer Stuart on LinkedIn · Learn more at the Spencer Stuart website · Book mentioned in this episode: Everyone Included https://www.dynadot.com/corporate

If you're a B2B CMO stuck in limbo at the moment—you're not alone. We're in a seller's market for executive talent, and the round peg, round hole expectations of companies looking for their next marketing chief are exceptionally limiting.   Richard Sanderson of Spencer Stuart brings a glimmer of hope, suggesting a brighter outlook for 2024. In this episode, he shares his expert perspective on the trials and triumphs facing today's marketing leaders. Tune in as we explore what's going on with the CMO role right now, the 6 dimensions that capture recruiter's attention, and effective strategies to showcasing these qualities on LinkedIn. Plus tips on interview prep, 100-day plans, and what mediums to search through.   Recorded during a CMO Huddles Transition Team Huddle, this episode is more than just a conversation—it's a part of a supportive community aimed at empowering CMOs through networking, resume and cover letter reviews, and shared experiences. If you're a B2B CMO in transition, check it out. For full show notes and transcripts, visit https://renegade.com/podcasts/ To learn more about CMO Huddles, visit https://cmohuddles.com/

We have an fantastic episode for you featuring the virtual launch event for Steve's brand-new book, Leaders Leap, recorded Monday April 22nd.Steve is joined by a panel of extraordinary guests, all of whom are leaders in their respective fields. We have the privilege of hosting best-selling author and friend Seth Godin, an entrepreneur and speaker who has not only launched one of the most popular blogs in the world but has also written 21 best-selling books. We also have Bridget Brennan, acknowledged as the leading authority on the world's most powerful consumer market: women. She is the author of the books, "Why She Buys: The New Strategy for Reaching the World's Most Powerful Consumers" and "Winning Her Business: How to Transform the Customer Experience for the World's Most Powerful Consumers" and is the Founder & CEO of Female Factor consulting firm. Sally Elliott, the co-leader of Spencer Stuart's global Retail Practice based in London, and Hal Lawton, President & CEO at Tractor Supply Company, also join us.We'll be back next week with our regularly scheduled programming, including top retail news and an exclusive interview with the one and only Billy May, CEO of Brooklinen, live from the Bambuser podcast studio at Shoptalk in Las Vegas.Presented by Celonis.  About UsSteve Dennis is a strategic advisor, board member, and keynote speaker focused on strategic growth and transformation and the impact of digital disruption. He is the author of the bestselling book Remarkable Retail: How To Win & Keep Customers in the Age of Disruption and the all new Leaders Leap: Transforming Your Company at the Speed of Disruption , now available for purchase in the U.S. and available for pre-order at book retailers elsewhere. Steve regularly shares his insights in his role as a Forbes senior contributor and on social media..Don't forget to join Steve's new Linked Group for his new book.Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and media entrepreneur. He has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Secure conference with leaders from The Gap and Kroger talking about violence in retail stores, keynotes on the state & future of retail in Orlando and Halifax, and at the 2023 Canadian GroceryConnex conference, hosting the CEOs of Walmart Canada, Longo's and Save-On-Foods Canada. Michael brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice. Michael also produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in North America, Remarkable Retail,Canada's top retail industry podcast; the Voice of Retail; Canada's top food industry and the top Canadian-produced management independent podcasts in the country, The Food Professor, with Dr. Sylvain Charlebois. Rethink Retail has recognized Michael as one of the top global retail influencers for the fourth year in a row, Coresight Research has named Michael a Retail AI Influencer, and you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok. Available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state of the retail industry in Canada and the U.S., and the future of retail.

In this episode, we explore how healthcare leaders are approaching AI and its impact on leadership. Ed Stadolnik and Katie Tucker, partners at Spencer Stuart, discuss the evolving role of AI in healthcare, the rise (or not) of the Chief AI Officer position, and strategies for organizations to navigate this exciting new frontier.This episode is sponsored by Spencer Stuart.

So, you want to be a C-suite executive? It will certainly give you a leg up to hear about the steps to filling those corner office suites from a search firm expert, Ann Fastiggi. To shed some light on the path to the C-suite, we continue our Leadership Series with Ann Fastiggi, a member of the Global Consumer Practice at Spencer Stuart, a global executive search and leadership advisory firm. With more than 20 years of executive recruiting and leadership consulting experience, Ann focuses on the recruitment and assessment of C-suite executives in the hotel, restaurant, gaming, consumer travel, consumer, and retail sectors. Ann, a BU alum, is a Dean's Advisory Board member for the School of Hospitality Administration. The “Distinguished” podcast is produced by Boston University School of Hospitality Administration. Host: Arun Upneja, DeanProducer: Mara Littman, Director of Corporate and Public RelationsSound Engineer and Editor: Andrew HallockGraphic Design: Rachel Hamlin, Marketing Manager Music: “Airport Lounge" Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 Licensehttp://creativecommons.org/licenses/by/4.0

A CMO Confidential Interview with Richard Sanderson, the Marketing, Sales, and Communications Practice Leader at Spencer Stuart. Richard discusses the bi-polar state of marketing, how complex the role has become, why "who" you are working for is the most important thing in career development, and his belief that it's "the golden age of marketing" even though 2023 was challenging. Key topics include career development, media sensationalizing the negative news on CMO's, the impact of AI on marketing structures, and how marketing is evolving in both B2B and B2C. Tune in to hear about how severance should be discussed and a great story featuring "We forgot about the horses!"See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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.

LIKE AND SUBSCRIBE: youtube.com/indiethinkerA roundtable discussion with the host of Indie Thinker Reed Uberman, Dr. Jesse Pollom, Pastor Frank Ramsuer, and Spencer Stuart.

What are the top five characteristics great leaders share? Academy graduates, Alison '15 and Paul '16 Yang, discuss that answer — and more! ----more----SUMMARY Alison '15 and Paul '15 Yang discuss their backgrounds, experiences at the Air Force Academy, transition to the corporate world, and key qualities of successful leaders. Their leadership lessons and takeaways?  The importance of caring about people, having humility, being resilient, managing stakeholders, and leading through change.   LEARN.  ENGAGE.  LEAD! Read Veterans in Leadership: How Military Careers Can Shape Corporate Success including the contributions of Alison and Paul Yang.    DOWNLOAD THE VETERANS IN LEADERSHIP PDF HERE  |  SPENCERSTUART.COM   OUR FAVORITE QUOTES - "Care about people, whether that's, you know, asking about how their day was to participate in the flightline and solving everyday problems." - Paul Yang - "You have the humility to set yourself aside. You have a leg up, which enables you to have teams that perform under pressure and operate well through change." - Alison Yang - "I truly did [enjoy the YC advice]. I think sometimes Alison is very good at telling you what you need to hear." - Paul Yang - "Folks that come out of the military have no quit. If when we asked him to expand that out, he talked about how, when someone is asked whether or not they're willing to potentially make the ultimate sacrifice for this country, any other ask following that, in and out of the military becomes, I don't want to say easy, but it's going to fall short of it, right." - Paul Yang - "Care about people. And if you care about people, your interpersonal skills are likely decent, you have the humility to set yourself aside, you have a leg up on stakeholder management, which enables you to have teams that perform under pressure and operate well through change." - Alison Yang   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN  |  TWITTER  |  EMAIL   CHAPTERS 00:00 Introduction and Background 03:47 Childhood and Influences 07:04 High School and Leadership 10:51 Air Force Academy Experience 14:47 Career Choices: Maintenance Officer and Intelligence 20:30 Leadership Skills from the Military 24:03 Transitioning to the Corporate World 29:40 Transitioning as a Couple 35:13 Mistakes and Lessons Learned 46:23 Key Qualities of Successful Leaders 53:20 Advice for Future Leaders 58:02 Closing Remarks and Contact Information 59:05 How They Met 01:00:09 First Impressions 01:01:52 Working Together 01:02:52 Thoughts on Wise Advice   OUR FAVORITE TAKEAWAYS - Caring about people is a key quality of successful leaders. - Humility and resilience are important traits for leaders. - Effective stakeholder management and leading through change are crucial skills. - Transitioning from the military to the corporate world requires support and networking. - Continuous learning and self-improvement are essential for leadership development.   BIOS Alison Yang '16 I lead the delivery of global executive searches for US industrial companies and specialize in engineered products, distribution, and aerospace & defense. Spencer Stuart is the world's leading leadership advisory firm. Founded in 1956 and privately owned, we are the adviser of choice among organizations seeking guidance and counsel on senior leadership needs. We work with clients across a range of industries, from the world's largest companies to medium-sized businesses, entrepreneurial startups and nonprofit organizations. Spencer Stuart today has 56 offices in 30 countries. Our global reach, leadership in CEO and senior executive searches, and status as the premier firm for board counsel give us unparalleled access to the world's top executive talent. CONNECT WITH ALISON - Copy and image credit:  www.linkedin.com   Paul Yang '15 Spencer Stuart is one of the world's leading executive search consulting firms. Founded in 1956 and privately owned, we are the advisor of choice among organizations seeking guidance and counsel on senior leadership needs. We work with clients across a range of industries, from the world's largest companies to medium-sized businesses, entrepreneurial startups and nonprofit organizations. Through 56 offices in 30 countries and a broad range of practice groups, our global reach, leadership in CEO and senior executive searches, and status as the premier firm for board counsel give us unparalleled access to the world's top executive talent. CONNECT WITH PAUL - Copy and image credit:  www.linkedin.com LEARN MORE ABOUT SPENCER STUART     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!        FULL TRANSCRIPT SPEAKERS Our Host is Dr. Doug Lindsay '92 | Our Guests are Alison '15 and Paul '16 Yang   Paul Yang  00:08 It's real lives and young airmen and enlisted folks that you're put in charge of, and really making a true impact in people's lives on a day to day basis.   Alison Yang  00:16 The one theme, if we could say, captures all of this, is care about people.   Paul Yang  00:24 Whether that's, you know, asking about how their day was to supporting flightline and solving everyday problems.   Alison Yang  00:31 You have the humility to set yourself aside. You have a leg up, which enables you to have teams that perform under pressure and operate well through change. And it's also the difference between having people who just get the job done because they have to versus the people who get the job done because they want to. They believe in you.   Doug Lindsay  01:19 My guests today are Allison and Paul Yang, USAFA class of 2015 and 2016, respectively. Allison and Paul are a married couple based in the Washington, DC area and both work at Spencer Stewart, a global executive search and leadership advisory firm as associates in executive search. Both served in the Air Force with distinction winding up their careers in 2022 as officers in intelligence and maintenance leading large teams.  They are accomplished students of leadership and writers, which is how we met Allison and Paul. The pair recently contributed to an article on veterans and leadership in a Spencer Stewart publication. The article featured profiles of 10 prominent CEOs, three of whom are USAFA graduates and currently lead United Airlines, McAfee and Johnstone Supply.  We'll spend the next few minutes getting to know Allison and Paul, and we'll talk about their work with Spencer Stewart. Then we'll focus on the top five qualities they believe make the best leaders. And finally, we'll ask them to share one or two bits of advice they would give to those who want to be leaders and leaders who want to become even better. Joining us from the DC area, Allison and Paul, welcome to the Long Blue Leadership podcast.   Alison Yang  02:31 Thanks, Doug. We're happy to be here.   Paul Yang  02:32 Hey, Doug, happy to be here as well.   Doug Lindsay  02:34 Glad to have you. As we get started, if you don't mind, would you give us a little bit of a backstory on your lives as children before you got to the Academy? What was that like? And what was your growing up experience like?   Paul Yang  02:46 Sure, I could start. So I come from an immigrant family. My parents moved to the United States in 1993. When I was about two and a half years old, they moved to Queens, New York. My mom was a pharmacist and my dad was a truck driver. And so it was an interesting sort of startup story is what I'd like to call it. In the sense that I spent my weekends teaching my parents the English that I had learned during school and spent the weekend doing that for my parents. It was also a little bit of a challenging household as well. Maybe it's a little too much. But my dad was a bit of an alcoholic. A lot of stress growing up in this country and not knowing the language and trying to navigate it being in a completely different environment. So that led to sometimes an unsafe environment, but heavily influenced how I operate and how I think, being a problem solver paying, attention to detail, facing adversity, etc.   Alison Yang  03:44 I had a bit of a different childhood. I had what you would describe as an all-American childhood. My mom was a first grade teacher, my dad was an Air Force officer and had two younger brothers close in age. We were all best friends, all loved sports and we had to be best friends because we moved every few years or so but that really taught me how to be resilient, how to adapt to a lot of change in life. And I ended up growing this love for people. I loved meeting new people everywhere I went. I know sometimes it can go the other way where you hate moving. But for some reason I really clung on to that.   Doug Lindsay  04:20 So very different kind of origin stories there. But with those kinds of influences, and Paul, you mentioned that some of the challenges you had with that home dynamic and but also, Alison moving around a little bit. How did that translate into wanting to go to the Academy and doing that kind of opportunity? Was that something that's always kind of part of who you were? Alison, you said you like people and was that just part of that idea of service? Or how did that all come to be?    Alison Yang  04:47 Yeah, sure. I think I'd always been a very outgoing kid always driven to be an achiever. So, this passion for people, I would say it especially started in high school and I prided myself on knowing everyone in the in the class so I was class president. And you know, I was friends with the dorks and was friends with the popular kids. And my proudest moment in high school was actually, I was a benchwarmer on the varsity basketball team. And I was voted captain of my varsity basketball team. So, I would go up against, you know, the star player on the opposing team. I'd come off the bench, flip the coin and go sit back down on the bench, you know, it's sort of like a Rudy story. They throw me in the last few minutes of the game. But anyway, really proud of that. And then also saw the service aspect from my dad, and then saw a lot of women in leadership and knew that that's something I could totally do that I would love to do that I'd love a challenge. And so yeah, I would definitely say that all stemmed from my childhood.   Paul Yang  05:51 And then for me, I'd say my parents really encouraged me to kind of go out there and learn what's out there and get involved as much as I can. We kind of had this rule where in the house, we would speak Korean. But then when you're outside of the house, you're speaking English all the time. Which is interesting, you know, because my parents wanted to learn the learn the language and get familiar with it. But that made that basically kind of ingrained in me this idea that there's this whole world of knowledge out there, and there's all these things to do, especially being in a brand new country. So, throughout my childhood and growing up, I spent a lot of time getting involved in different clubs, in different sports, just because I wasn't familiar with it and be because I wanted to learn it and figure it out. So, I did a varying range of things. I did Model UN, I tried out the robotics club. I wasn't very good at it, but I tried it, I can say that, and a couple of different sports. That influenced me when I got to the Academy because I tried out for a sport that I never played before. And I ended up playing the whole, season, which is, you know, pretty interesting. And it was a great, great time to do that. But I, didn't really know that the Air Force Academy existed. I just kind of knew, hey, I want to give back to this country. I want to give, I want to be able to serve, I want to be able to give back. And so I always knew I wanted to give, join the military. And I guess that's what kind of led me down the path of going to the academy and listed first out of high school. And I was really, really fortunate and lucky to be surrounded by some key mentors of mine that told me that this place called this the Air Force Academy existed in Colorado Springs. You should apply. So much so that they were like, “Hey, don't have to work until you finish your application”, you know. So, I was very fortunate to have those folks that champion me, again, kind of further shaped my view of leadership later on in life.   Doug Lindsay  07:52 And then Allison for you in terms of the Academy itself, was it something you were familiar with? Because of your dad? How did you come to know about the Academy?   Alison Yang  08:02 And so yeah, he was not an Academy grad. So, for me, I, you know, my junior year of high school was considering the options. And I heard about the Air Force Academy, knew about it from my dad, who had friends who had gone to the Academy, and I've stepped into the Junior ROTC in my high school and said, “Hey, I'd love like a pamphlet on the Air Force Academy”. And they're like, “Sit down”, you know, “what sports are you in?” I was like, “What? “Whoa, I just want a pamphlet”. But, but anyway, that sort of started the process. And once I started the application process, which is, as a lot of listeners know, it's just an intensive application process, and you feel like you've achieved something when you submit it. So, I was really excited, you know, to have that opportunity. And yeah, I just, I knew it was right for me, especially as someone who was an achiever.   Doug Lindsay  08:54 So, what was that like when you got here then? So, you kind of very accomplished in high school, a lot of activity really busy. And then you kind of… that meets reality, when you actually kind of get here on in-processing and do that. What was that? Like, once you kind of got here in terms of that? Was it confirming or affirming of what you were doing? Or, were there some questions about, “What did I get myself into?”   Alison Yang  09:16 I loved it. And I had watched a lot of videos about basic training. But I have a really funny story. In my in-processing day, I was ready to conquer it, you know, got through all the screaming on the footprints. And I was like, I just got to make it to my room and I'll have some roommates and I can commiserate. We can do this together. And I get to my dorm room. And my two roommates one of them wouldn't speak to me. She was too nervous to talk. The other one had started hyperventilating. And she couldn't calm down. And so I will say both of them are incredible officers still in the Air Force today. Both made it through but in that moment, I said to myself, I'm gonna have to do this. This is gonna be me. We're gonna, you know and so it was a little bit of a reality check once I got to that moment.    Paul Yang  10:03 Yeah, for me, I would say I-day in-processing and basic training at the Academy felt in an odd way familiar, right, because I had gone through enlisted basic training. And then I went to the prep school and went through basic training there. So by the time it came around, I kind of knew, Okay, I'm gonna get yelled at, they're gonna break us down and go through this whole process. But I felt this need or this kind of calling to help my other classmates, because many of which were coming, many of whom were coming straight out of high school. And so even as simple as rolling socks, and cleaning your room, and hospital corners, those are things that I would say I've been doing every day, right, once you get out of basic training, but something I was familiar with at the very least. And so that desire to kind of share what I had known, even if it's something as simple as rolling socks, and folding your t-shirts in the right way to meet the measurements, I figured, you know, this is something that I know this is something that could be helpful in some way, shape or form. Let me go ahead and share that. And so my whole like early stages, or the early days at the Academy, that's what I felt called to do. Sharing that knowledge.   Doug Lindsay  11:14 Both of you (had) different kind of unique experiences as you work through the 47 months of the Academy, right? You're exposed to these new things. What would you say are kind of the couple of maybe crucible moments or the important moments or impacts that the Academy had on you during that time in terms of your development, not just as a person, but as a leader?    Paul Yang  11:37 I had never played a game of soccer in my in my entire life. Maybe it's because I grew up in New York, and there's not many fields. Maybe that's the reason why but I never played it. And so when I got this was during the prep school, when I got to the prep school, one of my buddies and my unit, or my squadron said, “Hey, you should try out for this team. You seem athletic, you'd like to run, why don't you come out to the field and try it out.” I did. And I enjoyed it. I didn't know how to kick a soccer ball the right way. But I knew how to run. And I knew that I was competitive and sort of headstrong in that way. So, I would say that was a highlight. And I got lucky because the person that would be starting in the position that I was in as left back ended up getting injured. And so I found myself in this situation of okay, I basically know how to play this sport. I can listen, I can listen to my coach's advice. But I have now I found myself in a starting position. I wasn't again, one repeat, like I wasn't very good. But I felt like what an opportunity to be able to play this sport at this level, having never played it before. And the Academy, certainly, you know, only a place like that, where you're given an opportunity like that, right? So that was like a pretty big moment, for me. A very proud moment. Maybe like a low-light for me, it was about halfway through the Academy, I was going through some personal things that I maybe lost sight of and I let it affect my academics, particularly one class, and I ended up failing a course. And at the end of the semester is you know, when you fail the course you go through the board process and you kind of go through, hey, you're gonna make it through. And I almost got disenrolled and I had my act advisor, someone you may know, Doug, but he really championed me. And he said, “Hey, it's okay, this these things happen”. Kind of brought me back down to earth and went through the board process ended up obviously not getting disenrolled. But it was a big, it was a big, tough pill for me to swallow of, hey, there are things in life that you need to focus on and make sure they're squared away and good to go. And ensure that it doesn't leak into other areas of your life is particularly if if there are high stakes involved, right, like enrollment at the Air Force Academy. Yeah.   Doug Lindsay  13:57 And I think that's an important part, right? Because that we tend to focus on maybe the positives, right? And we don't realize that without those kind of crucible moments, those kind of lower points that, you know, that helps frame out who we are, our perspective and who knows that opportunity. It sounds like it kind of change your trajectory a little bit about kind of reassessing. What am I doing here? What do I really want to get out of it? Right?   Paul Yang  14:19 Yeah, certainly a while I certainly cared more about academics after the fact. But it was it was a good lesson of, hey, this is real, you know, and I think to your point of, sometimes you could be flying high and in a really good place and you don't realize these little areas of your life that may be taking a toll and maybe require your attention and I think it's a good leadership theme as well. Of their different areas. It takes a lot of bandwidth. And so, making sure you take the time to take a step back and a lot your effort and your capacity in the areas that require it so that you are healthy and you're good to go. So that you can be present.   Doug Lindsay  15:01 Had a similar experience one of my semesters, my first semester sophomore year, I came in at a 2.0. And it was really close enough to the sun, so to speak, that that was my crucible moment. I'm like, that was a real evaluation moment for me to go. Okay, I need to, I need to do some things differently if I want to keep making this happen. Allison, how about you maybe some high and low point for you as well?   Alison Yang  15:25 Yeah, one of my favorite things about the Air Force Academy is just the incredible opportunities that it affords cadets so, I did the jump program, I did an immersion trip to Poland, I did a language trip to Morocco, a DC trip for a history class, I was on the lacrosse team and got to travel all over the place, marched in an Inauguration Day parade. So, all of those were just incredible moments. I would say the biggest thing that had an impact on my leadership is I was able to be the cadet squadron commander, my senior year. I'll say that peer leadership is the hardest thing. And I think that being a cadet, anything, you know, as a leader of cadets is harder than any officer leadership position I had, probably because there's, you know, formal structure within the military, there's, there's a natural chain of command, but when you're leading your peers, you know, you have to live with them every day too. So, it's a total exercise in dealing with people interpersonal skills. You know, in your, it was the greatest leadership gift I think the Academy afforded me. And then the low-light for me. So, I was the wing Command Chief, which was, you know, the top junior position, my junior year, and I did something called Weiss Advice. My last name was Weiss at the time, and I would go up on the staff tower, and I would give everyone morning advice at 6:00 a.m. before their breakfast, you know, something like, “Be a good friend today”. You know, you never know what your team your teammate is going through. This was at a time where there was social media that was allowed, and people could, you know, talk chat about whatever going on at the Academy. And I would say about half the wing was indifferent, a quarter loved the Weiss advice, and a quarter hated the Weiss Advice. And so, I got that direct feedback. And so, it was a great lesson to me that not everyone's going to love everything that you do. And especially as a person who really, who loves people who wants to be friends with everyone, learning that sometimes as a leader, you have to make tough decisions, or you have to do things that maybe not everyone will be on board with. But that was a, you know, it was a great lesson for me at that time that I carried on throughout my officer career.   Doug Lindsay  17:54 Taking those experiences you had at the Academy, how did that translate into saying, “Hey, I want to be a maintenance officer. I want to be an Intel officer?”.    Alison Yang  18:02 Yeah, and for me, I loved my political science and international relations classes. And that drew me into an interest in the intelligence field and just really synthesizing data about the world, understanding what drives our adversaries what motivates people again, and then ultimately, you know, proposing solutions actionable solutions to leaders to make decisions. So really enabling operations, which I loved, it would get me as close to operations as possible without actually flying in a plane. I tried power flight. Threw up every time so I knew that being a pilot was not for me. But yeah, just that foundation in my classes actually at the Academy drew me into intelligence.    Paul Yang  18:49 Well, I chose to be a maintenance officer. I put that as my top choice. Early in my first year, when we were putting in our preferences, I was thinking through okay, what's the career field where that'll provide me sort of the best opportunity to do exactly what I enjoy doing, which is championing others in solving problems. And obviously, by me gravitating towards leadership opportunities and learning about the world kind of pointed me towards the direction of maintenance because I knew that maintenance is a tough leadership environment, especially as a brand new lieutenant, you're kind of thrown in there, leading dozens plus people and there's a lot of problems to solve from the operational side and so okay, this is I think this is where I belong. I spoke to a number of different maintenance officers at the time there were AOCs some academic instructors as well. And so I knew okay, this is this is where I want to go and I thoroughly enjoyed it. I love the environment of being a thrown into somewhere where there's high stakes, it's on, it's on you and your team to figure something out. And it's real lives and real young airmen and enlisted folks that you're put in charge of and being able to be there relying on senior NCOs. And really making a true impact in people's lives on a day-to-day basis for the better, whether that's, you know, asking about how their day was to champion them because they need time off and managing their schedule to make sure that they have what they need to be best supported to, to support in the flightline and solving everyday problems. We don't have to go too much into the details there. But it's a tough group all dapper operationally. And I gravitated towards that.   Doug Lindsay  20:45 And I do want to ask a question about how you all got together. So, class of 2015 class of 2016, both at the academy at the at the same time, and now and you're married. So, can you tell us a little bit about how that started or how you met?   Alison Yang  21:00 I first remember meeting Paul, when he walked into an interview that I was holding, for my second in command as I was a cadet squadron commander, so I was looking for my superintendent and Paul interviewed for that role was the first time I had met him. I was dating someone else at the time. So, I had no romantic interest in him. But that was the first time I remember meeting him and I hired him. So, he worked with me for a semester. And then we became great friends after that.   Paul Yang  21:31 I think we had talked about earlier when Allison at six at six o'clock in the morning was sharing Weiss Advice up on the staff tower, before breakfast, when everyone's just trying to make it through the day. I learned obviously from a distance, and I had a lot of respect for her. I obviously still have a ton of respect for her now. And then when I found out that I was moving into 30, and I was applying to be her superintendent, I was like, “Wow, I would love to get to know this individual. And I'd love even more so to work for her”. So, there's kind of his running joke where our relationship started with Alison being my boss, and she still is today. Very much so and so that's sort of like our, our founding story, if you will.   Doug Lindsay  22:19 And then Paul, a question for you. So, the Weiss Advice that Alison talked about, what was your reaction sitting in, in Mitchell Hall hearing that that information?   Paul Yang  22:29 I personally enjoyed it. I think “Al” (short for Alison) had mentioned that maybe like, maybe a quarter of the people really, really enjoyed it. But I truly did. I think sometimes Al is very good at telling you what you need to hear. And certainly in our, in our marriage. And so, I really appreciated that even at the early waking morning hours of the day, that Allison was getting up there and saying some true hard things, like, “Be a friend. Support somebody. Be there for one another. If you have a tough test, at the end of the day, you'll be done with it”. I mean, just like simple things like that might not sound like a lot at the surface level. But it really hits home because it's just real. And it's true. And it's and it's honest. And so, to answer your question bluntly, I loved it.   Doug Lindsay  23:20 The Academy and the experiences that you've kind of talked a little about really spring-boarded you in those careers, because you obviously had success early on in maintenance and intel. What was it that you think you got out of the Academy that really kind of helped set the stage for you there?   Alison Yang  23:35 I think I would go back to the whole peer leadership thing, the fact that I had already been leading, you know, leading people honestly, as a senior and then went straight into, you know, my job as an Intel officer, I was leading a floor of 75 airmen at DGS Ops Center, and it was just awesome. I just had all these people around me, I knew how to interact with people I knew, you know. And then you even have an operational mission then so then it just becomes even more important. And I think that really set the stage. I mean, all of the character and leadership development that were taught at the Air Force Academy, all of that becomes second nature. You know, that's nothing that we have to learn at that point and, and being that kind of leader for people I think really helped me spring-board as just a second lieutenant into a successful intel career.   Paul Yang  24:34 The wealth of resources that the Air Force Academy has, even if it's just walking down the hallway, and talking to your AOC, who had spent probably 10 plus years in a specific career field and knows people in other career fields. And so, the networking aspect that the Air Force Academy provides is huge and being able to literally just walk down the hallway or maybe it's your instructor for one of your classes that came out of a curriculum to teach at the Air Force Academy. So, utilizing that network, and just knowing the wealth of knowledge and resources there has been huge.   Doug Lindsay  25:11 It's just always interesting to me to see the path that people choose. Because I certainly had my path and I found my way through. But it's just very interesting how personal that is, even though we all kind of go through a similar process, how we personalize that it's just really, I think, interesting as part of our journeys. And so, you're on active duty, you're having a lot of success, and then both decide to transition to something different. So can you talk to me a little bit about what that transition was like in terms of kind of getting into the space that you're in now kind of more the leader development space with, with where you're at right now.   Paul Yang  25:46 So, we decided to transition out at the same time, which, by the way, many of our colleagues and close friends thought we were crazy to be separating at the same time, due to the sheer amount of risk there. But you know, we took a leap of faith, we attended a career conference through a junior military officer, hiring and transitioning company. And when we attended this conference, Allison and I, we really kind of focused on the company culture, and the mission of the company. That's because we're coming out of the military, you know, we naturally gravitate towards companies that had a clear and defined mission orientation or goal, something that is founded on a clear values that aligned with the things that we felt we aligned with. And so, we both came across specially actually, we were, when we attended a career conference, they told us, you know, don't really lead with, hey, you guys are married. Because we were actually interviewed with very similar companies. And there was a decent amount of overlap, they told us to attend as individuals, rack and stack them in your in your brain individually and see where the alignment is with location with career fields and in different areas. And we came across an executive search firm, Spencer Stewart, and we just absolutely head over heels fell in love with the company culture and the type of work that it is, and it's certainly aligned, I guess I'll just speak for myself in this area, but it'll align with how I think and, and how I approach my day to day, which is championing the people, giving people a chance and solving problems. And so being in executive search, that's essentially what you get to do. You're helping your clients solve problems. And in this case, it would be leadership gaps, whether it's succession planning, maybe someone's retiring, etc. And you're talking to people about potential candidates for a role that maybe otherwise wouldn't have landed on their, on their radar in the past. And so being able to learn their story, figure out what their career goals are. And if there's an alignment with where they are trying to go with an opportunity to that a company can offer a great, let's talk about it.   Alison Yang  28:04 I agree, everything that Paul says is accurate. And maybe just to answer just the beginning of your question, why we made the decision. So we were both hard charging on active duty and really loved the service. For us, we just had decided, okay, we're going to be in a position where one of us will have to deploy the other will have to go back to teach. If we had this, we could see our career paths taking a divergent, you know, path, I guess you'd say. And so, we decided, let's just see what else is out there. And let's see what we can do. Paul had some experience that you know, from his dad and the business experience he's had in this country. For me, brand new, had no, you know, didn't even know what corporate life was like. And I said, “If not now, then when?”, and we made the leap and, and everything Paul said about Spencer Stuart so we joined. The culture is incredible. And we've really enjoyed our time so far in the year and a half we've been here.   Doug Lindsay  29:02 What was it that really kind of helped you kind of land successfully on the other side, because we know sometimes people struggle a little bit there sometimes in terms of what do I want to do?   Paul Yang  29:12 We were doing it together. And so, we naturally just had someone across the dinner table championing each other and going through the same experience together. And so being able to talk through ideas, talk through all the different scenarios and just having an ear that would listen was really, really helpful for us. And I wouldn't say that's, that's the only way but just having a partner through that, I think kind of tells a broader story of making sure that you surround yourself with folks around you that that have been through something like this before, or, or is going through it and being able to talk through things and act as a sounding board was really helpful for us.   Alison Yang  30:00 We are also huge proponents of transition companies, especially for junior military officers, we would have had no idea and we partnered with Cameron Brooks, spent a whole year in their program. They helped us translate our military skills into corporate speak, helped us with resumes. And then we had about 20 different companies that were aligned to our experiences that we would have never thought we would be qualified for. And if it were not for a program like that, I'm not sure we would have known and not only that, we had all these different industries we can compare. So, Paul and I got to say, “Alright, do we want to do manufacturing? Do we want to do banking? You know, do we want to be in professional services?” And we ultimately chose that incredible experience overall.   Doug Lindsay  30:47 Any regrets? No, that's great.   Alison Yang  None.   Paul Yang  30:50 No, no regrets.   Doug Lindsay  30:52 You talked about executive search and doing some of that. Can you walk us through a little bit what that looks like?   Paul Yang  30:57 At our firm where we're in executive search. And so that's actually a world we didn't know existed prior to going into the career conference and starting in this firm, but, but basically, we help large, mid to large sized companies on the public side and, and then on the private side, as well, we help leaders sort of make career moves, or we help clients solve their internal succession and leadership planning. What that looks like on a day to day basis, just to kind of maybe break it down, is a lot of calls a lot of internal and external conversations where you're running projects or searches internally, and just making sure we're following the process. And we're making sure we're managing things internally hitting all the dates for the deliverables. And then externally, lots of meetings with clients providing updates on market feedback, it also is probably the bulk of the amount of time that we spend is having conversations with potential candidates to make sure that we go through the full assessment process and doing our full due diligence to ensure that the folks that we would be potentially putting forth on a search on an opportunity are aligned well, yeah.   Alison Yang  32:16 And then Paul and I are both in different practices within the firm. So, I'm in the industrial practice, which means that I help recruit, assess and place executives in any domain within industrial so that could be oil and gas. That could be you know, manufactured products, engineered products, aerospace and defense distribution at large. It could be anything within the industrial sector, anywhere from a vice president level up to CEO.   Paul Yang  32:50 And I'm in, I'm in more of a functional practice, we call it financial officer practice, or basically CFOs. So, most of my work is basically, all of my work is with finance executives. So, CFOs and key deputies, and that's since it's functional. I basically spent a lot of my time across many different industries, because I think CFO-speak is pretty transferable from, from one company to another, from one industry to another, with the exception of a few that are just, they're different. But so, I guess that's like the difference between a focused industry versus a functional practice.   Doug Lindsay  33:32 What you talked about, that idea of being able to connect with people with influence championing others, solving problems. It sounds like you've kind of found your space on the other side in terms of what it is that you really enjoy kind of what your purpose is, is that fair to say?   Alison Yang  33:48 Absolutely, yes, yes. And it's one of the reasons why we, why we love it so much is we really feel that we've landed in a place where we can utilize all these skills. And also, when we're assessing talent, one reason that it's just great at being you know, having been a leader in the military is that when these executives are talking to us about change, management, change leadership within the organization, we don't know it conceptually, we know it practically from our time in service. So, we know if they're just blowing smoke, or, you know, so we found that very valuable and, and it's really cool. I mean, I think, and this is part of you alluded to our veterans article, we're just having access to folks like Scott Kirby, Greg Johnson, who know of these search firms, because that's how, you know, that's how they hire people, basically. So, it's been really neat, not only just being able to practice something that we love, but then also be able to talk to really incredible people.   Doug Lindsay  34:53 Yeah, and you hit on that piece of being able to not just talk about it, but kind of share your experiences. They're being able to kind of really understand, you know, at different levels in terms of what it is that they're looking for, what that means, what change management actually looks like in a large organization. Because even though you may not have been at the, at the geo level instituting those challenges you were at the implementation level of much of that change, and, and what that looks like. And I think that gives a different credibility of being able to say, hey, yeah, kind of been there, done that and talk about it that way, whether it's a CFO or industrial or whatever that is, right?   Paul Yang  Absolutely.   Doug Lindsay  34:53 With that in mind, what are some of the challenges or mistakes that you see leaders making today, just kind of curious in what you're seeing, and what you can talk about, and then we'll kind of talk about maybe some more of the effective things on the other side?   Paul Yang  35:45 Maybe it'll be trends, or sometimes things that kind of speak out to us as being on the search side. So, one of the things that I know that if an individual jumps from one company to another company too frequently, and I think that that could be that could mean a lot of things, right? It could mean that an individual was, you know, kind of in an ecosystem of a private equity firm, and they're buying and selling companies and moving from one company to another, which is fine, and you can speak to that. But if it's not in that situation, then it sort of signals that someone maybe hasn't done their full due diligence on an opportunity before, before taking on that role. And so that's something that I would say doesn't usually reflect too positively. And my advice, I think like springing from that would be, it has been, we've talked to plenty of folks that were where this happens, where maybe they land, they find themselves in a situation, or in a company that they might not like or a specific role that they might not like, it doesn't mean that they'd have to leave the company, right? It's not like it doesn't mean that there aren't other things that they can try. And so, my advice from that particular mistake would be see what else is out there within that company. Because the consistency of moving from one, one scope of responsibilities to another within the same company, I think reflects a lot more positively than, hey, I was there for eight months, and I didn't like and I left. A better story would be, I was there for about a year, I wasn't enjoying my job. I tried, I moved here within this part of the company and that's where I really found my passion for x. And then expanding from there…   Alison Yang  37:35 Maybe some other ones that we see, people getting experience outside of their respective functions. So, as they move up within organizations, you know, Paul's got a better example of this with finance, maybe you can go into that.   Paul Yang  37:53 Yeah, so being I think this is just the product of being in the in a functional practice where one is basically talking to a lot of different CFOs and varying in varying different industries, but finding, I think, has this history of maybe being a little bit siloed so, not the case anymore, right? Where you have folks that maybe start out as an accountant, right, or maybe started in a big professional services firm, and they work their way through accounting and audit, etc. I think the best ones are the ones that maybe expand beyond just their specific functions. So, with that, what I mean by that is, maybe this is someone that is that has an accounting background but takes the time to learn other aspects and areas of the business beyond what they see behind the numbers on finance. So in like a manufacturing organization, that would mean getting close to the business, getting close to the manufacturing floor, getting close to the product, and getting close to the product and really understanding, touching, feeling and seeing the product that their business is manufacturing. Because then it really helps that particular individual really translate what the what the numbers they are working through and managing and what that really means to their client or customer base. And those that are being that are better able to speak to that I have found that are the ones that tend to be more operationally oriented, the ones that can speak more about the business and not just finance.   Alison Yang  39:30 Another big mistake that we see maybe the biggest mistake is burning bridges. And you hear that at the Academy, “Never burn a bridge”. With an executive search, we extensively vet people for our clients. So even people that look phenomenal on paper or people who show up to an interview and they have an incredible interview. Great results on paper. If you've if you've got colleagues or peers or bosses that you have, have, you know, have a bad reputation with that, we will find it, we will hear it. And, and so it all comes back to being a person of character, you know, and we see that does burn people sometimes. And you also see things that the mistakes that leaders make when it comes to interviewing for jobs, which is not being prepared, you know, not presenting in a professional manner. We've had people show up late to board meetings and been completely taken off the list as a possible candidate. So, you see all of those things.   Doug Lindsay  40:30 Alison, you had mentioned something about character and being a person of character with that, are you seeing a more interest in that area as you're going through your executive search in terms of not just about what it is that you do, but it's kind of how you're showing up? Because you both mentioned the idea of not being siloed, being broader about that understanding, jumping around kind of the footprints that you're leaving behind? Or are burning bridges, that kind of speaks to that idea of character? So, sounds like that that's resonating more with folks. Is that fair to say?   Alison Yang  41:02 Yes. Absolutely. And I wondered that when I went into corporate America, if we would see these companies that we work with these client companies, you know, would they focus on? Are they looking for people who can just drive results within a company, and I'm telling you, more often than not, we have calls where most of it is, we're looking for someone who knows how to lead people, they're gonna have to come in here and in, you know, do a lot of change management, in some cases, and to revamp the entire team. You hear that quite a lot. And it's also something we really value at Spencer Stuart. At this firm, we screen for character, that's one of our four, the four things we screen for when we assess people. So yes, there's quite an emphasis on it.   Paul Yang  41:50 And it's often, and I would add that when it comes to just pure, I'll just speak about the practice that I'm in, but like pure finance capability, especially in like a public company, right? Like that is it's all public. So, you can see like the public filings, you could look at their 10-K and look at their proxy and see their company performance and ensure that that performance is there. And it's measurable. But more often than not, what we'll find is someone that could be that maybe potentially be a high performer based off of just pure numbers and pure historical performance, will maybe meet members of the board or meet, maybe meet other members of the team in which they'd be working with on a day to day basis. And the feedback would be, “Hey, not someone that we can see ourselves getting along with and working with on a day to day basis. Or not someone I just can feel a connection or something like that”. And that usually just means that they're good, they're good finance professional, or they're good at what they do. But not really sure that this is someone that they would, you know, that would inspire others of the company. And so, to Allison's point, I think at the end of the day, there will always be like an underlying, like baseline of capabilities. But what brings someone to the next level is, is one's character.   Doug Lindsay  43:07 I kind of transitioned this a little bit to the article that you all worked on, where you look at the top CEOs. And you're, that idea of what kind of sets him apart. I know that the article focuses a lot on the kind of the veterans and leadership, but what is it that you're seeing that you're starting to go, “Here are kind of maybe the top three, four, or five things that we're seeing that really make those effective leaders different than everybody else.”?   Alison Yang  43:31 I can talk to the first two, and then Paul can talk to the last three. So, kind of tying into that article, you'll see that I'll just say broad brush. The one thing, and it's what we've talked about most of this podcast, is just interpersonal skills, how much of an importance that that is. And it's not groundbreaking, but it's very real. And it underpins most, if not all other qualities that, you know, that these top performing CEOs all have. And so, the first one that that was also highlighted in the article is a team first mentality. So, it's about as simple as it gets. It's, you know, having a team with you, like, can you bring the team along? Like is the team a part of, the part of your mission and your story? And sometimes when we talk to people, if they're all about themselves, or if they can't describe how their team, you know, how they've impacted their team, or how they brought the team along? You know, it's very obvious and very clear, and it's not. There's a lot of culture change that happens in these organizations. And if you can't have a team first mentality, that won't necessarily happen. So that would be the first one. The second is humility. Being able to understand that you're not the smartest person in the room, but having the strength to make a decision when you need to, but also making sure you're valuing all opinions and doing that so humilities the second one.   Paul Yang  45:01 Another one, this is actually something that Scott Kirby, the CEO of United Airlines, that he had mentioned when we spoke to him as we're working towards our article, but he basically, he talked about how folks that come out of the military have “no quit”. You know, if when we asked him to expand that out, he talked about how, when someone is asked whether or not they're willing to potentially make the ultimate sacrifice for this country, any other ask following that, in and out of the military becomes, I don't want to say easy, but it's going to fall short of it, right? And so, there's this idea of being resilient and understanding how to perform under pressure when there are high stakes. And so I think that would be the key third thing. There are qualities being resilient in tough times, and knowing how to perform under pressure, when the stakes are high, then the next one is maybe stakeholder management. I think it's a very common thing that we would hear both in the military and out of the military, understanding and having the ability to work with a variety of different people. And I think it kind of goes to that point of being broader than just what your function is, understanding what one decision does to the rest of the organization in the organization and how it affects others around others around you. In the military, there's so much like, connectivity between maybe like the squadron or flight or group or wing level that it naturally just happens, but out in the corporate world I think sometimes you can get siloed, when you might not see like the direct translation of how decisions are affected other people. So being able to understand who are the, in both internal and external stakeholders is, is important. I think the fifth one, Allison already talked about the change management. That's, I don't even want to say it's like a, like a common phrase, because it's almost accepted, or it's almost like, what's the phrase I'm looking for here, it's almost like you have to have it. You know, in today's day and age where there is so much change, things are moving faster than ever before, especially with AI and just incredible technologies that are out there. It's a very fast moving world. And so being able to understand that that's happening, and being able to understand how that will how that translates internal to internally to one's organization is important.   Alison Yang  47:39 When it comes to change management as well, one of the key questions we ask are the people we assess is, “Where was the business when you came in?” And, “What have you achieved since then?” So, it's since that where was it? Where is it now? And how did you do it? And so that's one of the ways that we assess for change management.   Doug Lindsay  47:59 What I'm encouraged about is that those are all things that I can get actually better on understanding humility. It may be difficult to kind of step back and do that. But each one of those five are things that I think you can actually get better on, right, you can sit or invest some time in and go, I'm not where I want to be. But I can do that. Is that fair to say?   Paul Yang  48:19 Yes, no one is perfect in any of these areas. It takes practice and it takes time. And often-times, we'd be speaking with folks, or we're on the phone or in a meeting, where we realized someone will maybe have that introspection to look back and say, “Okay, this is an area that I'm not good at, maybe it's team building”. And they maybe they're 15-20 years in their career, and they're like, “You know what, I need more experience building a team. What's an opportunity at this company, in my respective company, where I have the opportunity to do that?”, and then seeking that out and putting it into practice is a key thing of just understanding, maybe it just kind of stems from the humility piece of, I'm not the best at everything. And there's all these areas that I need to improve on. But to your point, Doug, these are all things that that can be practiced in real time.   Doug Lindsay  49:10 As you are assessing them, and as you're looking at it, whether it be from the industrial side, or the CFO, are you finding that these leaders are receptive to the feedback that you're giving them in terms of maybe some of those areas where they're, where they're not where they need to be? Are you seeing an openness and a willingness to lean in and learn about that?   Alison Yang  49:30 It's interesting, you say that, because if when they are open to hearing it, they're showing humility, you know, you assess that just in the way that they interact with you as a person, you know, are they too busy for you? Are they you know, we do often get people ask us questions, you know, “How can I be better?” I mean, you talk to executives all day, you know, what, you know, how can I be better how, you know, what, how do I present myself better, et cetera? I think, you know, if you meet a real stinker then they, it's probably they're probably not going to be as receptive to things like that. But that's just my experience.   Paul Yang  50:08 There are candidates for particular roles. You know, on any given day, there's a there's a high volume, right? So, what that means is not everybody's going to be able to get the job that they that they want. And that's just the fact of life. And so, the ones that come back and say, “Hey, I know I was a finalist, or maybe I wasn't a finalist, what feedback do you have for me? How could I have done better?” Speaking to Allison's point about being having that level are having that ounce of humility to say, “Okay, I didn't get this, but there's got to be a reason why. What are those areas? Is it the team building? Is it, did I not share enough about change management? Did I not, you know, talk about certain results, or maybe it was how I presented myself and showed up to the meeting”. They asked for that feedback. And I think that also has to do with our firm and being in our company, because we have the agency and both our clients and our candidates put that trust in us. And they look to us for that advice. And we'll be transparent a because we have to be because they need it. And it's all about uplifting others and providing the feedback to others so that they can get to where they're trying to go.   Doug Lindsay  51:15 That whole idea of humility, just kind of really resonating. I do a lot of executive coaching and there's a really fundamental difference when someone shows up wanting to learn and you know, “Hey, this is wrong. That, you know, that's not, that's not how I really am”. And so that kind of that humility to be able to sit back and go, “What is this information telling me that's going to help me as a as a leader?”   Paul Yang  51:35 Maybe I'll start by saying if you're currently a cadet working towards graduation, or you're an alumni and already graduated, you, you're likely already a leader, and probably a good one. And so maybe that's like a good baseline to start. But Al and I, we kind of went back and forth thinking about this one and trying to figure out how do we distill both our personal individual personal lives, our combined military experience and our combined experience in the corporate world and executive search. And we thought about a little bit further, and I'll let Al share here.   Alison Yang  52:15 We're a little bit like a broken record here. But the one theme, if we could say, captures all of this is care about people. And if you care about people, your interpersonal skills are likely decent, you have the humility to set yourself aside, you have a leg up on stakeholder management, which enables you to have teams that perform under pressure and operate well through change. And it's also the difference between having people who just get the job done because they have to versus the people who get the job done because they want to. They believe in you. And they believe in the mission. And so, if you are good at caring about people, if you just care about people in general, you'll get there. And that's, that would be our advice.   Doug Lindsay  53:04 If folks want to find out more about what you're doing, or about the article that we referred to in the podcast, where can they go to find out that information?   Paul Yang  53:13 Simply just go to spencerstuart.com. That's our firm's website. It'll clearly outline different intellectual capital pieces that we've written as a firm in the past, and it's historical as well. So, we'll provide insights on certain industries and certain functional areas in terms of trends or things that we see. And then also tell you how our firm is broken down as well. So, if there's a particular industry that you're interested in learning about, it'll point you in the right direction in terms of folks that work in that specific practice, or if you want to reach Alison and I individually to talk to us about the work that we do, feel free to find us on on LinkedIn.   Doug Lindsay  53:55 Thank you all for your insights and the work that you're doing in terms of helping to continue to mold and develop leaders and getting them into the right locations. And we appreciate you being on the long leadership podcast today.   Alison and Paul Yang Thanks so much.   KEYWORDS Academy, leadership, company, Air Force Academy, people, leaders, Alison, speak, championing, talk, work, Paul, executive, day, started, understanding, search, meet, good, knew     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation     

In this episode of Chasing the Insights, I talk to award-winning animator Sherene Strausberg. Sherene talks to us about how motion graphics is a great way to market a business! Sherene Strausberg is an award-winning filmmaker and Emmy-nominated animator who combines her experience in film, music and sound engineering with graphic design and illustration to create animated videos for her clients at the company she founded, 87th Street Creative. Having won a national composition competition in high school, she was awarded a scholarship to the prestigious Indiana University School of Music, where she completed two bachelor's degrees in four years. Film scores she wrote in her first career, as a film composer, have been heard on AMC, Spike TV and Netflix. As a graphic designer for Jewish National Fund, she won two awards from Graphic Design USA. Her latest passion project, the short, animated film “Cool For You”, which she animated and scored, has been accepted to 39 film festivals around the world and recently won a Silver Anthem Award. Recent clients of 87th Street Creative have included Walmart, American Express and Healthline. Through the power of music and sound effects along with moving images, Sherene knew at the age of 16, she wanted to be a film composer. After 10 years pursuing that, while also working as a broadcast engineer at National Public Radio, she changed careers, first to graphic design and then to motion design. Motion graphics returned Sherene to her true passion of how sound and moving images together can immerse the viewer/listener. Combining this with her desire to work with clients who believe in sustainability and social justice, 87th Street Creative has worked with nonprofits and businesses who help make the world a better place. While continuing to partner with agencies and studios on projects, Sherene also works directly with clients such as Healthline, Spencer Stuart and Propublica. In 2021, a video that Sherene worked on with Propublica, was retweeted by Senator Elizabeth Warren, received almost 80k views on Twitter, and was nominated for a News & Documentary Emmy. She has been a frequent contributor as a guest blog writer and is also a teaching assistant at School of Motion. When Sherene is not working, she enjoys reading, running and pottery. She lives with her husband and three children in New York.

In a healthcare landscape demanding more diverse voices and equitable care, many hospitals and health systems are creating executive roles and functions dedicated to health equity. Join Greg Vaughn and Elizabeth Bitton of leadership advisory firm Spencer Stuart as they unpack the nuances of health equity leadership today. Drawing on their recent research, they dive into how organizations need to structure health equity roles as well as the essential skills and capabilities effective health equity leaders need to make an impact. This episode is sponsored by Spencer Stuart.

Diversity recruiting goes well beyond finding candidates who are simply different. It's about identifying and hiring talent that will change the trajectory of your college or university in a productive way. Diversity recruiting both uplifts candidates in the minority while broadening the talent in the majority. The “positive disruption” of attracting and retaining diverse talent is what Rory Verrett's work is all about. A diversity recruiter and executive coach, Rory visits “I Wanna Work There!” to talk about how he identified the need for diversity recruiting in the executive space, why diversity recruiting is so important to the health of organizations, and why he decided to write his book, “The Pomegranate Principle: The Best Practices in Diversity Recruiting.”Connect with Rory on LinkedInRory E. Verrett is the founder of Protégé Search, a diversity executive search and leadership development firm. He is a trailblazing talent strategist who brings 20 years of experience in talent management, diversity and inclusion, executive search, and public affairs to mission-critical client projects. Rory has shared his innovative insights on diversity and inclusion with Fortune, Forbes, and The New York Times. He has served as a moderator and speaker at Harvard University, the Stanford University Graduate School of Business, Duke University's Fuqua School of Business and the Wharton School at the University of Pennsylvania. Rory has also testified before the United States Congress as a national expert on diversity and inclusion in corporate America. He is the host of the award-winning Protégé Podcast, a career advice show focused on the career journeys of diverse professionals and leaders. Rory is a former trustee of Howard University and is the current president of the Harvard Law Black Alumni Association. A graduate of Harvard Law School and Howard University, Rory is a former leader in the diversity practices of two global executive search firms (Spencer Stuart and Russell Reynolds Associates), and the first-ever head of talent management at the National Football League. - - - -Connect With Our Host:Eddie Francishttps://www.linkedin.com/in/eddiefrancis/https://twitter.com/eddiefrancisAbout The Enrollify Podcast Network:I Wanna Work There is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Some of our favorites include Confessions of a Higher Ed Social Media Manager and Talking Tactics. Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Connect with Us at the Engage Summit:Exciting news — many of your favorite Enrollify creators will be at the 2024 Engage Summit in Raleigh, NC, on June 25 and 26, and we'd love to meet you there! Sessions will focus on cutting-edge AI applications that are reshaping student outreach, enhancing staff productivity, and offering deep insights into ROI. Use the discount code Enrollify50 at checkout, and you can register for just $200! Learn more and register at engage.element451.com — we can't wait to see you there!

LIKE AND SUBSCRIBE: youtube.com/indiethinkerReed Uberman is joined by Frank Ramsuer, Spencer Stuart, Chris Johnston, and Jesse Pollom providing Christian responses to current events.

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.   

0:00 -- Intro.1:11-- About this podcast's sponsor: The American College of Governance Counsel.2:08 -- Start of interview.2:47 -- Julie's "origin story." She started her work with boards in the early 1980s with Catalyst (a non-profit women's organization whose mission is to promote women in corporate America).5:46 -- Now she's leading the Board Practice at Spencer Stewart.6:15 -- About the 2023 U.S. Spencer Stuart Board Index. Now in its 38th year, this index examines the latest data and trends in board composition, board governance practices and director compensation among S&P 500 companies.7:46 -- Comparing and contrasting board practices in  S&P 500 companies with mid or small cap companies. Example: Spencer Stuart S&P MidCap 400 Index. "The trends are set in the bigger companies, and the smaller companies follow."10:08 -- Highlights from the 2023 U.S. Spencer Stuart Board Index.Skills: return to the desire to have CEOs and financial skills in the boardroom. "The recruitment of retired or active CEOs rose this year to 30% of the incoming class, which was a big uptick. And boards also recruited more directors with financial backgrounds, and they accounted for about 27% of the new directors. In both categories, retirees outnumbered active executives." "42% of S&P 500 CEOs serve on a board, meaning 58% do not. So when boards are looking for active or retired CEOs, like they were this year, they tend to look more in the retired category because they're just more available."On the practice of overboarding: "It has changed dramatically." "Now there's a restriction on how many boards a CEO can serve on. They can serve on one." "I think now most boards think that [an outside] director can serve on three total, [due to the] time [required] to devote to the company."[14:33] On companies restricting executives on serving on outside boards: "[Some] companies restrict board membership, but they don't forbid it generally."[15:58] Increase in time and commitment for board members:  "It is a much more time-intensive job than it used to be." "There was a survey that was out a while ago that said board members spent 210 hours or something like that, we just did a pulse survey of directors It came back saying they think it's 350 hours now." "So it's a very time intensive job and much different than it used to be."[16:58] Survey on NomGov Chairs: "CEO experience is at the top of their list and financial experience for next year."[18:34] International experience: "International experience has really gone up among independent directors this year, 54% had spent time working outside the US, 18% were from outside the US. So that's a big changeover. If you looked for 10 years ago, that number would have been 8%."[20:18] Low turnover in boardrooms and mandatory retirement age: "We had really low turnover in the boardroom [which I find to be concerning]. This year was 7% of boards seats turned. Yet last year it was 8%, the year before it was 9%." "So boards don't change, they are evolutionary bodies. And not many people leave, which means not many people join." "[Boards] overwhelmingly use mandatory retirement as their refreshment tool. So while the percentages of boards disclosing a mandatory retirement age for directors declined a little this year, it's about 70%, the retirement age of boards with these policies goes up every year. And so now over half of boards with age limits have a mandatory retirement age of 75 or older. And a decade ago, that was 24% or so had that retirement age. So we just keep pushing, pushing the retirement ages up."[22:18] Term limits: "Very few have term limits, 8% have term limits. We get asked this question all the time because obviously, companies overseas or countries have different term limits. And it just doesn't take off here."[23:09] Average board tenure: It hasn't changed a lot [7.8 yrs]. I would say, which is kind of surprising because, you know, people are staying longer. If you look at boards right now, they tend to be a third, a third, a third: a third under five years, a third five to 10 years, and then a third over 10 years. And some of those can be very high, but that's kind of what it looks like."[24:18] On board evaluations: "98% this year reported that they had a board evaluation process. But I guess the real question is, okay, they do a board evaluation of the whole, but how many of them are doing individual assessments and are they using those to try to encourage turnover in the boardroom?"[27:35] On boardroom diversity: "Two thirds of the independent director appointments were diverse and  48% of all directors now are diverse. So it was still a pretty high number this year. But you're right, it was a pullback from the last two years where the numbers were in the 72%. And I think that George Floyd had a lot to do with that and really bringing this issue to the forefront." "I think that boards are recognizing more of the value of having diversity in the room and the value of the message that it sends to their employees, to their customers."34:01 -- Her take on ESG and the ESG backlash. "Last year, [in our NomGov chair survey] directors said that [one] of the most important thing was to bring somebody on the board that had an ESG background, or they were going to be thinking about that. This year, it dropped significantly." "They may not bring somebody onto the board who has an ESG background, but they are talking about ESG.  They're taking it seriously, and some of it depends whether it's the E, the S, or the G, depending on the company, but we are not seeing them look for ESG directors."35:55 -- On the question of single issue directors from a board composition perspective. "Single-issue directors are less in demand because you don't have a lot of opportunity to bring people into the boardroom, and you really don't want directors who can only speak up on one issue. For a while, we were seeing single-issue directors, and that just has decreased, and technology may be the exception to that."38:90 -- On the advent of AI for board placements and impact in the boardroom generally. "It's too early, I think, to tell. [I]t's going to have a huge impact on every company. And so they're going to have to figure out how they get smart [and] stay smart about the issues. But again, it might not be that they bring somebody on to the board who's an AI expert." "I think you'll probably start to see boards coming out to Silicon Valley to get smart about it."41:34 -- On the aging if U.S. boards and lack of turnover: "It's really hard to believe that only 7% of boards should turnover in a year." "The biggest issue right now is that changes are very fast in everything else but it isn't very fast in governance."43:22 -- Books that have greatly influenced her life: Books on happiness.Books by David Brooks (eg, The Second Mountain).Writers who have the courage to go up against powerful people and try to write a wrong or expose something (eg, The Empire of Pain, Bad Blood)44:45 -- Her sponsor: Thomas Neff (former Chairman of Spencer Stuart US and founder of its CEO and Board of Directors Practice).46:12 -- Quotes that she thinks of often or lives her life by: "Assume good intentions."46:51 -- An unusual habit or absurd thing that she loves: she's an avid needlepointer. 47:28 -- The living person she most admires: "People who may not have a profile, those who work with the hungry and the refugees and things like that, and we don't know who they are." "If I had to pick the name of somebody who's well known to the world, I would probably say Nancy Pelosi."Julie Daum is the leader of the North American Board Practice of Spencer Stuart. She has conducted more than 1,500 board director assignments.__This podcast is sponsored by the American College of Governance Counsel.__ You can follow Evan on social media at:Twitter: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__You can join as a Patron of the Boardroom Governance Podcast at:Patreon: patreon.com/BoardroomGovernancePod__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

REMIX: Album 5 Track 1 - Senior Partner CEO, CMO and Board Practices, Spencer Stuart  - Greg Welch - Stories of a Career and Life Truth TellerYou know what a new year means...a brand new album! We are kicking off the year (and album) strong with a guest unlike any other we've had on the show. Greg Welch not only has extensive brand/marketing experience, he is sharing how his career journey landed him in executive recruiting (sneak peek; it was from his biggest f-up). Looking to continue growing your career? Listen to hear from the recruiter of the best, the top-tier executives of the marketing world, with je-wels dropped in every question. Here are a few key takeaways from the episode: The power of truth, "no"s, and taking a pause What does your digital footprint say about you? ie. social media channels You've got to have both creative and strategy skills to succeed as an executive in the marketing space "You have one mouth and two ears...use them in that ratio"  NOTES:Show Partner: SpecificityLearn More About Specificity Stay Up-To-Date on All Things Brands, Beats, & Bytes on SocialInstagram | Twitter

In this episode Brian Barton and Kathryn Sugarman, consultants at leadership advisory firm Spencer Stuart, join us to discuss the relentless pace of change across the hospital and health system landscape, and the impact it's having on c-suite roles and team structures. Tune in to learn how these changes are demanding a different type of leadership – both from the CEO and from the executive team.This episode is sponsored by Spencer Stuart.

Today I will be speaking with Grant Duncan, the Managing Director at global leadership advisory consultancy, Korn Ferry.  Grant has over 30 years of business experience gained in two professions. His first career saw him rise to leadership roles in a number of UK advertising agencies, latterly as CEO of Publicis.  His second career has been in executive recruitment, initially at the global executive search firm, Spencer Stuart, before joining Korn Ferry.    In this episode, we will be discussing: Steps to truly evaluating where you are, competencies, transferable skills where you excel and enjoy Improving Self-awareness Getting out of your swim lane   To learn more about Grant visit his:  Website: grant-duncan.co.uk Facebook:https://www.facebook.com/grant.duncan.798/ Twitter: https://twitter.com/GrantiniD/ LinkedIn: https://www.linkedin.com/in/thegrantduncan/?originalSubdomain=uk   ► Transcription: https://otter.ai/u/GZNt9FLrG38TamRzDeOVhyD2qQ8?utm_source=copy_url ► Feedback? Email us at podcast@businessofarchitecture.com ► Access your free training at http://SmartPracticeMethod.com/ ► If you want to speak directly to our advisors, book a call at https://www.businessofarchitecture.com/call ► Subscribe to my YouTube Channel for updates: https://www.youtube.com/c/BusinessofArchitecture ******* For more free tools and resources for running a profitable, impactful, and fulfilling practice, connect with me on: Facebook: https://www.facebook.com/groups/businessofarchitecture Instagram: https://www.instagram.com/enoch.sears/ Website: https://www.businessofarchitecture.com/ Twitter: https://twitter.com/BusinessofArch Podcast: http://www.businessofarchitecture.com/podcast iTunes: https://podcasts.apple.com/us/podcast/business-architecture-podcast/id588987926 Android Podcast Feed: http://feeds.feedburner.com/BusinessofArchitecture-podcast Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9idXNpbmVzc29mYXJjaGl0ZWN0dXJlLmxpYnN5bi5jb20vcnNz ******* Access the FREE Architecture Firm Profit Map video here: http://freearchitectgift.com Download the FREE Architecture Firm Marketing Process Flowchart video here: http://freearchitectgift.com Come to my next live, in-person event: https://www.businessofarchitecture.com/live Carpe Diem!

Can we truly afford to ignore the untapped potential of half the population when it comes to healthcare leadership? Imagine the transformative power of revitalizing this sector with more women and diversity at the helm. It's not just a question of 'why,' but a resounding 'why not?' In today's episode, Shawn Nason welcomes back Robin Glasco, an executive search consultant in the healthcare industry to the show. They discuss Robin's recent activities, including the launch of a women executive leadership advisory group. They also delve into Robin's accidental entry into healthcare and her passion for supporting women executives. The conversation touches on the importance of diversity in leadership, frustrations with current healthcare practices, and ideas for revolutionizing the industry.  In This Episode [00:40] Introduction to Robin Glasco [03:24] Launching a women executive leadership advisory group. [05:11] Robin's accidental entry into healthcare [07:58] Robin's rewarding experiences in healthcare [11:02] Emerging industry trends and future prospects in healthcare [11:06] Women leaders in healthcare [13:35] Improving healthcare experiences [19:33]  How might we segment [22:25] The combustion questions [23:45] Dance parties and Robin's love for them [24:23] The launch of Suite. What We Learned From Robin Glasco Robin Glasco is a powerhouse in the healthcare industry and has launched a women executive leadership advisory group, aiming to shatter glass ceilings and empower women executives. Robin's journey into healthcare was unplanned, but she has made a significant impact and is driving change in the industry. The importance of having more women leaders in healthcare, with the belief that diversity in leadership leads to innovation and better outcomes. The need to revolutionize the healthcare system, with ideas such as eliminating payers and claims and putting patients at the centre. Notable Quotes [08:35] “I was 26 years old when my mentor friend gave me a seat at the table and passed me the microphone, and I'd do it every chance that I get.” [09:21] - “Some people aren't willing to walk into the front door of the clinical experience, but they were at the time willing to walk in what was the side door into  alternative medicine.” [11:26] “When there still are a lot of old legacy mindsets that are leading, leading at the helm, who still see health care in a very myopic way, It's not going to get better.” [12:08] “Those who control the purse strings, control the decision, impacts so many things around policy, investment strategy.”  Our Guest Robin Glasco is an esteemed executive search consultant at Spencer Stuart's healthcare practice with three decades of experience. She's an influential figure in healthcare, having led teams at Kaiser Permanente, served as the Chief Innovation Officer at Blue Cross Blue Shield of Massachusetts, and contributed as a board member to the American Telehealth Association. Robin is also a prolific author and the driving force behind the Pink Couch and Platform, addressing critical issues facing underserved and underrepresented women.  Resources & Links Robin Glasco LinkedIn: https://www.linkedin.com/in/robinglasco/ Website: https://robinglasco.com/ Instagram: https://www.instagram.com/mambarawbin/ SpencerStuart: https://www.spencerstuart.com/ The Pink Couch:https://robinglasco.com/the-pink-couch Shawn Nason LinkedIn: https://www.linkedin.com/in/nasonshawn/ Instagram: https://www.instagram.com/manonfiresocial/ Twitter: https://twitter.com/manonfiresocial Website: https://shawnnason.com/ MOFI: https://www.mofi.co/ The Combustion Chronicles Podcast Website: https://shawnnason.com/combustion-chronicles-episodes/ Learn more about your ad choices. Visit megaphone.fm/adchoices

A CMO Confidential Interview with Richard Sanderson, the Marketing, Sales and Communications Practice Leader at Spencer Stuart. Richard provides an overview of the job market, the evolution of the CMO position, and his take on quiet quitting and remote work. Key discussion topics include why many Fortune 500 companies don't have a CMO, research and interviewing best practices, the current "white collar recession," and his belief that we are entering the Golden Age of Marketing while the "CMO role has become really hard." Listen in to hear the hot off the presses Spencer Stuart research on CMO turnover and his take on how to position yourself to be a CMO. Hint, it's important to be well rounded and well trained. Learn more about your ad choices. Visit megaphone.fm/adchoices See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode we are joined by Bronwyn Lepper and John Schultz, consultants in the global healthcare practice at leadership advisory firm Spencer Stuart, to discuss private equity's growing investment in healthcare. Tune in to hear about the skills, capabilities and experiences PE companies look for in their leaders, and how PE's presence in healthcare is shaping leadership roles.This episode is sponsored by Spencer Stuart.

Although Sunni Chauhan had embraced the idea of becoming a doctor, as she knew she loved both problem solving and helping people, she thought if she was going to in medicine the rest of her life she'd take pre-med classes alongside something else that interested her. She became an economics major. At graduation, she decided to take a two-year break before jumping into med school and figured she'd be a management consultant. But if it really was going to be only two years, she realized she'd see a lot more from a deal perspective in banking where the cycles are shorter. Somehow, the two years turned into 16 and the MD her parents thought would be medical doctor turned to managing director.Her love of mergers and acquisitions allowed her to see a lot and learn a lot over those many years. When given a chance to reinvent herself, she took those skills, found ways to acquire new ones, and landed in new spots a few times over.//In this episode, find out from Sunni how keeping open to new things can lead to unexpected joys …on today's Roads Taken with Leslie Jennings Rowley. About This Episode's GuestSunni Chauhan is a strategic business leader with more than 25 years of experience advising leaders on value creation through talent, strategy, M&A and corporate finance, sustainability and stakeholder engagement. Currently she is exercising her broad skillset, gained over a wide range of professional experiences, as a consultant in the board and CEO practice at Spencer Stuart. She and her family live in London. For another story about someone who thought they'd take a two year break and go back to the plan (and also about taking a new path after a long run) listen to our epsidoe with Cameron Turner.Find more episodes at https://roadstakenshow.com Executive Producer/Host: Leslie Jennings RowleyMusic: Brian BurrowsEmail the show at RoadsTakenShow@gmail.com 

A CMO Confidential interview with Tom Seclow of Spencer Stuart. Tom led the CMO and Customer Experience practice for many years at one of the most respected search firms in the world. He discusses how the firm creates the job spec and the "long list," why the CMO job specs has the most variance of any spec in the C-Suite and why company feedback can sometimes take weeks. Key topics include advice to internal and external candidates, the need to "engage in a discussion versus a sale," thinking of yourself as a brand, how to practice patience, and how to tell the right "story." And don't forget to send a personalized thank you note! Learn more about your ad choices. Visit megaphone.fm/adchoices See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As a jazz musician and storyteller, Guillaume Wiatr never anticipated that his passion for narratives would lead him down a path of uncovering blind spots within organizations. It wasn't until he witnessed the unintentional consequences of hidden narratives that he realized their importance in organizational culture. Through his unique approach of examining the gap between a company's marketing efforts and internal culture, Guillaume helps leaders identify areas of misalignment and create a more cohesive narrative that drives success. Join this podcast as it delves into Guillaume's unexpected journey and discover how identifying blind spots can lead to a stronger and more successful organization. About Guillaume Wiatr:Guillaume is the author of Strategic Narrative: A Simple Method That Business Leaders Can Use to Help Everyone Understand Their Business, Get Behind it and Believe In It. His company, MetaHelm, guides CEOs, founders, and leadership teams of professional services firms to gain focus and traction so they build a successful business that they also love.A former big-firm strategy consultant, Guillaume has founded four ventures.He is sought after by senior executives of companies like Alaska Airlines, the Gates Foundation, Generations For Peace, AIG, L'Oréal, Spencer Stuart, GAP, Google, Microsoft, and the US and French governments. Guillaume teaches and mentors entrepreneurs at startup incubators, and the University of Washington Master of Science in Entrepreneurship, ranked #3 in the US. In this episode, Dean Newlund and Guillaume Wiatr discuss how to:Unearth the value of implementing a strategic narrative with its five key aspects.Acquire knowledge on harmonizing alignment and misalignment within organizations.Delve into the influence of purposeful narratives in establishing alignment.Comprehend the role of systems thinking and design in maintaining organizational balance.Develop the ability to identify hidden pitfalls in your company's narrative. "A narrative is an open-ended system. A narrative has a beginning, a middle, but not really an end. It's like a modus operandi if you will.” —  Guillaume Wiatr Connect with Guillaume:  Website URL: https://www.metahelm.com/Twitter : https://twitter.com/GuillaumeWiatrLinkedIn: https://www.linkedin.com/in/guillaumewiatr/YouTube: https://www.youtube.com/@guillaumewiatr Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/Twitter: https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370  Show notes by Podcastologist: Hanz Jimuel Alvarez Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Do you ever feel like different components of your business compete against each other rather than work together? Perhaps, your collective narrative does not align. If you're wondering what this means, listen to Part 2 of my conversation with Guillaume Wiatr to find out… You know things need to change within your organization, but what's the first step? Change the way you CHANGE. In this episode, Guillaume shares with listeners: How to ask the right questions, as a leader, to accelerate growth and change How to understand your internal and external organizational views How to build narrative power throughout your organization How to make your team feel empowered and align your organizational culture and values Guest Bio: Guillaume Wiatr is the author of Strategic Narrative: A Simple Method That Business Leaders Can Use to Make Everyone Understand Their Business, Get Behind it and Believe In It. His company, MetaHelm, guides CEOs, founders, and business owners to align teams and accelerate innovation adoption. A former big-firm strategy consultant, Guillaume has founded four ventures. He is sought after by senior executives of companies like Alaska Airlines, the Gates Foundation, Generations For Peace, AIG, L'Oréal, Spencer Stuart, GAP, Google, Microsoft, and the US and French governments. Guillaume teaches and mentors entrepreneurs at startup incubators, EMLyon international business school, and the University of Washington Master of Science in Entrepreneurship, ranked #3 in the US. Connect with Guillaume here. A note from your host, Mary: "Thank you for tuning into the Fully Alive podcast! To explore more related content, please join the Fully Alive Facebook group and subscribe to the free ConsciousPreneur magazine."

This episode features two experts from leadership advisory firm Spencer Stuart: Lynn LaPierre, leader ofthe global biopharma practice at Spencer Stuart & Darleen DeRosa, a consultant in Spencer Stuart's life sciences and leadership advisory services practices. Darleen and Lynn share insights on the current financing environment affecting life sciences leadership and talent agendas, how leaders can set themselves up for success, and more.This episode is sponsored by Spencer Stuart

Guest Bio: Guillaume Wiatr is the author of Strategic Narrative: A Simple Method That Business Leaders Can Use to Make Everyone Understand Their Business, Get Behind it and Believe In It. His company, MetaHelm, guides CEOs, founders, and business owners to align teams and accelerate innovation adoption. A former big-firm strategy consultant, Guillaume has founded four ventures. He is sought after by senior executives of companies like Alaska Airlines, the Gates Foundation, Generations For Peace, AIG, L'Oréal, Spencer Stuart, GAP, Google, Microsoft, and the US and French governments. Guillaume teaches and mentors entrepreneurs at startup incubators, EMLyon international business school, and the University of Washington Master of Science in Entrepreneurship, ranked #3 in the US.   Intro: Are you going through life operating by your own narrative? The answer is YES! Everyone does, but does your narrative align with your personal and professional belief and value system? Further, does this narrative help you to achieve your goals or promote an organizational culture that positively impacts your team and reaches your prospects?   Episode Highlights: The difference between a story and a narrative and why this is important for both individuals and businesses The connection between personal and professional narratives and the ability to reshape them to better align with goals, values and actions The organizational importance of a strategic narrative for leaders, teams and prospects   Join us next week as Guillaume shares how to align our narratives to positively impact leadership, culture, sales and marketing, ultimately fulfilling the desires and needs of our prospects.   Connect with Guillaume here.   A note from your host, Mary: "Thank you for tuning into the Fully Alive podcast! To explore more related content, please join the Fully Alive Facebook group and subscribe to the free ConsciousPreneur magazine."  

In this episode, I have the pleasure of speaking with Lesley Antoun, an accomplished executive, leadership coach, consultant, and speaker. This conversation takes us in an interesting direction with visibility. We look at how to get on a corporate board.I think all women should start thinking about whether they want to get on a corporate board at some point in their career and start crafting a strategy to do that. So I am really excited to have Lesley on the podcast to talk about all things board. We go from the very strategic to the very tactical and I am sure you will learn so much from my conversation with Lesley.With over 25 years of experience in strategic planning, program management, and stakeholder engagement, Lesley has worked with a wide range of organizations, including multinationals, private corporations, governments, First Nations groups, and non-profits. She's also an active board director and external advisor, alongside running her boutique consulting and coaching practice.04:43 - Lesley starts us off by doing a land acknowledgment and explaining why this is important to her09:30 - We then discuss her personal evolution from starting her career as a mechanical engineer and eventually leading her own consulting practice.13:30 - We dive into her transition into board positions, and the importance of conducting research to understand the available options.16:23 - Lesley highlights the contrasting dynamics between for-profit and non-profit boards, exploring the unique responsibilities that board directors hold in each setting.21:56 - She shares how women can prepare for board positions by understanding their specific skillsets, and the skills matrix that the corporate boards need.30:39 - Lesleys explains the difference between a board CV and a regular resume, and how it can help showcase your qualifications.32:01 - Lesley gives us an insight into how boardroom conversations unfold and how directors diligently prepare for these crucial discussions.39:03 - We discuss the drawbacks of pre-wiring within boards and how to foster healthy communication and collaborations.44:28 - Lesley leaves us with some advice on how to become unapologetically visible by: investing in yourself, embracing opportunities, and persistently pursuing board positions.For reference:In this interview, I referenced my episode with Helene Blanchette on Strategic and Creative VisibilityThe State of Ambition for Black Women - the conversation that I will be moderating on Thurs, June 29, 2023 | 3 PM – 4:30 PM CSTHere are some links that Lesley generously shared with us:Spencer Stuart report on Becoming a Non-executive (board) DirectorGovernor in Council Board member Openingswww.icd.ca Job boardIf you loved this episode, please rate and review on iTunes!If you want support with your visibility head to www.thebeauvoirgroup.com or book a chat with me here I love to hear from you! Let's connect:www.linkedin.com/in/bibigi-haile Instagram @bibigihaileunleashed@speakeasy.work

In this episode we talk with Suzy Cobin, Partner, Spencer Stuart's Healthcare Practice & Claudius Hildebrand, Consultant, Spencer Stuart's CEO and Leadership Advisory Services practices. Tune in for insights on how senior leaders can evolve from a directive to empowering leadership style, why this shift is particularly important in healthcare, how boards and hiring teams can support leaders on this journey, and more.This episode is sponsored by Spencer Stuart.

In this episode, we are joined by Alexis Stiles, Global Healthcare Practice Leader at Spencer Stuart, and Robin Glasco, Consultant in the Healthcare Practice at Spencer Stuart, to discuss what the payer-provider landscape looks like today, what kind of innovation is emerging, what roles are most critical in these collaborations and a lot more. This episode is sponsored by Spencer Stuart.

  Ep. 77: Embracing the intersectionality of our identities, building our dream careers, and creating a culture of inclusion with Jaya Saxena (Director of Diversity, Equity and Inclusion at Spencer Stuart) Did you grow up with multiple identities?  And you wondered where you fit in and belonged?   In this episode with Jaya Saxena, we discuss:  - The importance of embracing our multiple identities and how they intersect. - How the intersectionality of our identities impact our life and career decisions and how we show up every day, and what it means to be a Zennial. - The importance of recognizing the diversity in AAPI communities, and the need to understand our history of hundreds of years of oppression and discrimination.   - How to show up as an ally as individuals and organizations by showing empathy, courage, curiosity, trust, and psychological safety.   - How to redesign a system that was meant to exclude people with inclusion and everyone in mind, and practical tips on how to bring an inclusive lens to the entire life cycle of employees, including recruiting, hiring, training, and retention.   - Key strategies for what to do when someone says something offensive or harmful.  - What to do to address diversity fatigue and burnout, and how to build healthy boundaries for yourself while doing good work.     Learn more about Jaya on LinkedIn at www.linkedin.com/in/jayasaxena2010 and Twitter @being_jaya.   Connect with Samorn on LinkedIn at www.linkedin.com/in/samornselim.   Get a copy of Samorn's book, “Belonging:  Self Love Lessons From A Workaholic Depressed Insomniac Lawyer” at https://tinyurl.com/swpc578c.   Get weekly career tips by signing up for our advice column at www.careerunicorns.com. 

We kick off a series of episodes recorded live in our pop-up studio at the World Retail Congress in Barcelona with Sally Elliott, Co-leader of the Global Retail Practice at Spencer Stuart, one of the world's leading executive search firms. Sally shares key lessons from her vast experience working with top retail Boards and teams around the globe on critical issues of succession planning and what it takes to drives successful transformation. We also get her perspectives on what the new super powers of leadership are and how they've evolved in this new era of constant disruption. Lastly, we learn why empathy, vulnerability, humility, and collaboration are so critical for today's retail leaders.First up, however, are our hot-takes on the week in retail news, including parsing the implications from the latest interest rate hikes, earnings from Crocs (remarkable), Apple and Starbucks (solid), and Peloton (yikes). We also dissect Nordstrom's shocking decision to close its full-line and Rack store in San Francisco and explore why and how Bed, Bath & Beyond shuttered stores are being scooped up, https://www.spencerstuart.com/research-and-insight/the-future-of-retail-leadership-why-retailers-need-to-invest-in-future-leaders-more-than-ever  About SallySally Elliott is a specialist in CEO and Board succession across the global retail sector. She is passionate about helping retail boards make the best people leadership decisions for their organisations.  Based in London, Sally is the co-leader of Spencer Stuart's Global Retail Practice. She partners with privately and publicly owned retailers and retail brands to support their strategic objectives through board and leadership renewal, as well as advisory work. Most of Sally's experience in executive search and leadership advisory, spanning over two decades, has been focused on CEO and non-executive board projects for retailers around the world. Sally is an advisory board member of the World Retail Congress, the leading global forum for the retail sector, where she serves alongside CEOs of some of the world's most recognised and innovative retailers. Sally is a frequent writer about retail leadership topics, and she also speaks regularly at various consumer forums and events.

The No Labels, No Limits podcast welcomes yet another intriguing guest with a practical message for business leaders of all levels. Guillaume Wiatr holds a variety of roles including author, business owner, lecturer, instructor, and strategist.He is the author of Strategic Narrative: A Simple Method That Business Leaders Can Use to Help Everyone Understand Their Business, Get Behind it and Believe In It. His company, MetaHelm, guides CEOs, founders, and leadership teams of professional services firms to gain focus and traction so they build a successful business that they also love.As former big-firm strategy consultant, Guillaume has founded four ventures. He is sought after by senior executives of companies like Alaska Airlines, the Gates Foundation, Generations For Peace, AIG, L'Oréal, Spencer Stuart, GAP, Google, Microsoft, and the US and French governments. He also teaches and mentors entrepreneurs at startup incubators, EMLyon international business school, and the University of Washington Master of Science in Entrepreneurship, ranked #3 in the US.Today, we give you Part I of Guillaume's interview where he shares his origin story, how he was able to overcome limiting labels and beliefs to come to America, how he reinvented himself, and created a beautiful life. Listen in and gain some inspiration to help you overcome your current hurdles and perhaps take away a few nuggets of wisdom that you can apply in your life.I asked a few inquisitive questions like:1.  What do you mean when you say, "People will pay for a story, but people will die for a narrative."2.  When you began, how were you getting “story-telling wrong?”3.  What are the five powers of a strategic narrative?Guillaume leaves us with this message, "Your strategic narrative is a chance to disagree with your competitors. Building a strategic narrative is not an act of literature. It's an act of leadership." Stay tuned for Part II, the conclusion, live next week.Learn more about Guillaume here:https://www.metahelm.com/https://www.linkedin.com/in/guillaumewiatr/https://www.youtube.com/@guillaumewiatrhttps://twitter.com/GuillaumeWiatrhttps://www.instagram.com/guillaumewiatr/Free narrative power assessment: https://www.metahelm.com/assessment/ Get bonus content on Patreon Hosted on Acast. See acast.com/privacy for more information.