Is There A Place for Narcissistic Leaders?

Without restraining anchors, narcissists believe they’re invincible, listening less to words of caution and advice. Rather than trying to persuade those who disagree with him/her, they feel justified in ignoring others, creating further isolation – abrasive with employees who doubt them or with subordinates who are tough enough to fight back. As the more independent-minded team members leave or are pushed out, succession becomes a potential problem. Narcissists ultimately don’t want to change – and if they’re successful, they don’t think they have to.

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The Value of Humble Leadership

Humility and vulnerability in leadership seems to be the latest badge of virtue for those in positions of power. Sometimes packaged as servant, supportive or vulnerable leadership, humble leadership has been around as an idea since the 1970s. But is humble leadership practical in reality?

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A Survival Guide For The Modern CEO

The job of CEOs (or Chairman) is unique and becoming even more challenging. This was discussed at our latest Boardroom Lunch for Chairmen, CEOs and Investors across the Leisure & Hospitality sector. It’s clear there are great potential upsides to being a CEO, it was also interesting that a high proportion of CEO’s commented that the role differed to what they had perhaps expected...

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Report: Corporate Governance Should Not Be A Numbers Game

New research finds that traditional approaches to corporate governance are too often a box-ticking exercise and a distraction from the success of UK PLC. Our research report explains why governance measures are currently failing and what could be done to improve them.

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When Is A Good CEO Not A Good CEO?

The latest of Savannah’s series of Boardroom Lunches for Chairmen, CEOs and Investors across the Leisure & Hospitality sector, centred on the recent conversation Tim Clouting had with a senior exec in a successful, sizable global organisation, discussing the five strong years of consistent profit/share price growth of his organisation and the rightful plaudits coming the way of the CEO.

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A Guide To Launching A Successful Plural Portfolio Career

In this piece, we speak to three of our senior partners about how to launch a successful plural career. Between them, they have more than fifty years’ experience in recruiting senior executives and Board level directors for large listed businesses and PE backed private businesses and have helped many executives follow the path to a plural portfolio career.

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Report: The New Digital Revolution – Are Organisations In The UK Ready?

Organisations in the UK have work to do if they want to keep up with digital-native competitors. That’s according to early results from the National Digital Benchmark survey, created alongside Management Consultancy PA Consulting Group and award-winning speaker and author Professor Venkat Venkatraman. The interim results from the survey, which several hundred senior executives have responded to so far, suggest that digital transformation is slow within UK organisations, however awareness of a need to evolve and embrace digital is increasing.

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The Upside To The GDPR

With all the new policies, training and compliance that goes along with the GDPR, trying to change people’s working habits alongside their existing responsibilities can become a bit of an unwanted headache. While it might be tempting to moan and complain about all the work that needs to be undertaken, viewed in a positive light, GDPR offers the opportunity for some much needed organisational spring cleaning, and as a company, there are many positives we are experiencing.

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“There’s Nothing Worse Than A Grumpy CEO” – How A Leader’s Mentality Affects The Whole Organisation

Against the backdrop of a challenging business environment, where markets are more judgemental and unforgiving, how important is the tone that the CEO sets within an organisation?

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Using Timing & Luck To Your Advantage: 9 Lessons From CEOs

“Timing is everything" is a phrase we hear all the time. But how do you get the timing right? How do you become better at it, and how do you bring the elusive themes of “timing and luck” more firmly under your control? These questions became the focus of our discussion at a recent Savannah Boardroom lunch for senior executives.

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