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If a Tree Falls in the Forest…
For the past month (at least), I have been harassed daily (at least) by my colleague who is responsible for posting blog entries on our website.
April 15, 2013
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For the past month (at least), I have been harassed daily (at least) by my colleague who is responsible for posting blog entries on our website.
Succession planning is a bit like flossing your teeth or going on a New Year’s diet – you know it is a good idea and that it can only make you healthier, but it is difficult to keep up.
For those who couldn’t join Sally and me in Bangkok, the following are 18 takeaways from our international trip.
A while back, I was contacted by a journalist who was upset about CEO compensation for non-profit executives.
When people discover my profession, they immediately work the word “headhunter” into the conversation and then apologize to me in case I’m insulted by it (I’m not, but I don’t embrace it).
When clients engage us to conduct a search to fill a critical position in their organization, they have almost always considered internal candidates for the role.
Sixteen years ago, my partner, Sally Stetson, and I started a retained executive search firm. The field existed long before our entry into it and the essential service offering has changed very little.
One of the highlights of my reading this week was the resignation letter published in the New York Times by Greg Smith, a promising young executive with Goldman Sachs.
I always have felt that the professional services sector is a particularly challenging one. Our stock in trade is knowledge, gained through both education and experience.
Several weeks ago, I had the opportunity to pose this question to a group of executives: Which of these is more challenging in your business?
Just write down some details and our customer success heroes will get back to you in a jiffy!