Sandra Davis and David Nosal, CEO and Chairman of our executive leadership solutions partner firm Nosal Partners, explain how executive talent assessment, although frequently overlooked in M&A due diligence, plays a critical role in acquisition success.

4 Things Investors Demand in CEO Succession Plans

What board members need to know about CEO Succession Planning: a recent article from The Corporate Board magazine.

Approximately 40% of new CEOs are fired or leave within their first 18 months on the job. And a shocking 64% of CEOs – nearly two out of three – don’t even make it to their fourth year in office (unlike our nation’s CEO). The answer is that many CEOs simply did not fit within the culture they were asked to lead. Thus, they were asked to leave.

Given the significant challenges that business leaders currently face, it may seem to make sense to minimize mistakes or seek to avoid them altogether. However, this is the antithesis of courageous leadership, which instead requires leaders to possess the self-confidence and integrity to admit to (and not avoid) mistakes.

Don't let CEO Churn derail your ogranization.

When companies are confronted with challenging economic circumstances, leaders often need to help their employees re-interpret (or interpret) these challenges to put them into a better and more hopeful context. Hope is not a plan, yet expectations can be powerful predictors of eventual outcomes, and hope is often a powerful active ingredient in the future success of an organization or individual.

Leaders spend 70 - 90% of their daily time in conversation. Are they using this time as effectively as they could? In an online editorial published by HR Management, Sandra Davis and Scott Nelson discuss how conversation is the new currency of effective leadership.

Integration: never leave new executives to 'sink or swim'. The first 100 days are critical to their success.

How do you get the most value out of your 360-degree feedback process? Find out in this Business Journal article written by MDA’s Sarah Murphy.

Keeping secrets about succession can mean the departure of valuable employees, as explained by Margaret Kaeter in an article from Twin Cities Business Monthly.