News | Executive Search

Making leadership appointment processes more inclusive starts with the role of the people involved in the search process, Silvia Wiesner explores, drawing from "Search 2.0: The Future of Leadership Appointments."

Many companies still give too little time and focus to helping new leaders succeed. If you have a new manager coming soon, the best way to offer your support is to guide them up the learning curve. Based on our firm's research on why onboarding leaders often fails, the authors offer practical recommendations for how to help your new manager learn about the organization, the team, and the culture.

While the Covid-19 pandemic hits and reshapes companies, industries, national economies, and our society in previously unthinkable ways, business leaders need to think beyond survival to the opportunities this crisis might create, not only for their own organizations but the greater good.

The Chief Digital Officer has grown tremendously since it was introduced to drive digital transformation. But what does the role actually entail?

As the country’s unemployment rate approaches record lows at about 3.8% and Americans place an ever greater value on their job security, corporations are finding it more challenging to fill their executive vacancies with a qualified, diverse set of individuals willing to switch jobs. And yet the difficulties associated with matching competent candidates with high-level corporate positions are a chronic test spanning decades.

Economist, politician and corporate lawyer Christine Lagarde’s extensive resume indicates a fitting suit in the role of running the European Central Bank— regardless of critics who note her lack of experience in academic training and monetary policy.

How leaders need to model behaviors to build and maintain trust within organizations.

Egon Zehnder chairwoman Jill Ader discusses gender equality in her panel session at Fortune's Most Powerful Women Summit

In an exclusive interview, chair-elect Jill Ader talks about the new challenges that CEOs are facing today.

For 30 years, Egon Zehnder has been in the business of assessing leaders along two broad dimensions: potential and competence. One key conclusion? You can’t have either without curiosity. Although we have found that high potentials also need insight, engagement, and determination, curiosity—defined as a penchant for seeking new experiences, knowledge, and feedback and an openness to change—is perhaps most important.