CEO Succession and Leadership Development

Our research finds that it takes two years for CEOs to earn stakeholder confidence; but leaders who focus methodically on gaining it can generate remarkable increases in company value.

In our first Measure of Leadership report, more than 2,000 CEOs and board directors reveal their highest priorities and how they are navigating uncertainty.

With the business environment becoming even more complex and challenging, more is being asked of CEOs. What are the attributes of effective CEOs in this new context?

Most CEOs are unaware of their team’s frustration with the way they lead. Here is how CEOs can actively develop a team able to drive a step change in business performance.

Spencer Stuart’s Ann Fastiggi sat down for a wide-ranging conversation on the path to the C-suite, and what it takes to be a strong leader today.`

The Levi's CEO talks about maintaining personal energy, fighting complacency, how boards can best support the CEO and whether the era of empathetic leadership has passed.

Advice and best practices for founders who want to ensure their company’s leadership grows with the needs of the business.

Companies will improve the odds of having the right CEO for the future when they develop a pool of talent with diverse backgrounds, skills and perspectives. This requires a dynamic process to discover and develop candidates with high potential and a willingness to look beyond experience.

Our study suggests that CFOs need to adopt a significant shift in focus as they get promoted to CEO: matching financial prudence with a growth orientation for the business.

CEOs who outperform prepare for success long before they get the job. Our new research highlights specific development advice for leaders on the four primary paths to CEO.

Seven questions CEOs can ask to determine what’s working — and what’s not — on their teams.