I’m releasing a new email series called “Reinventing Your Success Formula”. We’ll look at how we can reinvent the very things that made us successful in order to unlock our next level of impact. This material isn’t available elsewhere. If you want to follow along, click here: REGISTER FOR THE EMAIL SERIES What will it take

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The CEO role is demanding and often exhausting. There are many stakeholders who demand attention, pressures are high, there’s a sense of isolation, and the available workload far exceeds any individual’s ability to deliver. The risk, then, is that the CEO becomes subject to tunnel vision – focused on one or two pressing topics based on

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You’re stepping up to a new leadership challenge – a new role or a new season in your existing role. Either way, the ambitions are large and the stakes are high. You’re already highly experienced and competent but you know there’s an opportunity here for you to step up and play a bigger game. Invest 60 minutes with

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Maximise your business impact, be invited into most strategic conversations, and transform your CEO relationship.A private roundtable for senior HR leaders – by invitation/application only. How can HR executives truly deliver transformational change? Although people are at the heart of every business, HR is still seen too often as a tactical/support function, not always on the same level

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When I speak to CEOs and other top leaders, I’ll often hear one of the following comments:“My leadership team is new. We have a lot to accomplish together, but we’ve not yet come together as a cohesive unit.”“I’ve an established group of high-performing functional managers, but they are not a high-performing team of cross-functional business leaders.”And yet

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A private roundtable for enterprise CEOs Over 2 hours discuss current challenges and best practices with your CEO peers to address these key questions.How can CEOs best adapt and maintain & expand their effectiveness both internally and with key customers and partners, in the new hybrid/remote context? Travel & health restrictions come and go unpredictably,

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What’s the #1 metric that determines your future success? I’ll get to that in just a second, but first I need to introduce you to a couple of people… A tale of two execs: Introducing Nat and SamMeet Nat Natalie or Nathanial, as you prefer. Nat is an organised and disciplined executive with a large scope of

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“As a co-Founder and Chief Executive, I’ve experienced many shifts since my executive team and I started working on this.”“This process has helped me become more self aware, more ambitious in my strategic goals, and more planned and purposeful.” – CHRO“I’d definitely recommend the Xquadrant approach to anyone who wants to focus on bigger, more

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Someone on your team is a problem. They’re not pulling their weight, or they are creating collateral damage in the wider organisation due to their inappropriate behaviours. Either way, it’s an unwelcome distraction and the situation poses a risk to your goals and objectives for the business. How should you handle this situation? Let’s look at

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Been promoted to the CEO role? Congratulations. Now the journey begins! The CEO role is a move out of the comfort zone of functional leadership or business unit management, and it opens up a whole new set of stakeholders, pressures, decisions and responsibilities. No wonder that even the most accomplished leader can be hit with imposter syndrome,

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19 powerful questions you need to askIf you’re taking on a new executive role, you will need a 30-60-90 day plan. The first three months are critical. As the consultancy McKinsey notes, successful leadership transitions result in 90% higher likelihood that teams will meet their performance goals, whereas unsuccessful transitions result in 20% lower engagement and

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“I’m six weeks into my new executive role, and I’m drowning…” I often hear this from clients who have recently taken on a new leadership role at a senior level. Expectations are high, the stakeholder world is complex, there’s plenty to learn, and there’s a real sense of urgency. There’s a real buzz associated with getting stuck

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How can I get my organisation bought in to my new strategic plan? I was recently coaching Craig, a leader who’d just taken on a new C-Suite leadership role and needed to put in place a strategy and plan. He’d worked late nights and weekends on this, and was really pleased with the result. He’d presented

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“I’m an excellent functional/operational leader, but in the CEO role I need to become a strategic/transformational leader.” This is the kind of comment I often hear from clients who have recently taken on the CEO role, and they’re right. The CEO role is a move out of the comfort zone of functional leadership or business

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“I’m a do-er and a fixer; I love talking about my work but I hate self-promotion. So how I do I talk about myself to my new organisation?” Two extremely competent and successful clients, both with new and more visible executive roles, asked me pretty much the same question this week. So here are three principles to help

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When you’re at the top of your organisation, who supports and challenges you?Who’s your role model and inspiration?Who are the people who have your back?Who’s your tribe where you can relax amongst peers? The difficulties of finding CEO communityAs you rise through an organisation and assume increasing responsibilities, it can be harder to find peers who

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As CEO, what decisions are truly yours to take, and which decisions should you be empowering other people to make? This is a key question for any CEO or senior leader to answer, and it’s a recurring topic of discussion amongst my CEO clientele. Failing to get clarity on this will result in disempowerment for your

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Peter Franks is a Partner with the internet and technology industry focussed headhunting firm Neon River.Having spent the last seventeen years advising CEOs and other senior executives on how to build out their senior management teams, I’ve noticed a few common themes that often explain why hiring processes go wrong.

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In previous articles we’ve looked at the example of Google and started to think about coaching the team, as a team, as a way to help the whole team reimagine success and collectively identify the patterns and roadblocks currently limiting its performance. The question then becomes: can I do this myself as the team leader, or should I

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Google’s secret weapon? When Google hired Eric Schmidt as CEO, investor John Doerr advised him to bring in Bill Campbell in as his coach. Eric was sceptical. He was an impressive top-performer. He’d been CEO of Novell and CTO of Sun, and he held a string of impressive academic credentials (BS, MS, PhD). Did he really need

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