Sayva Solutions’ Post

A NED becoming a CEO is no longer uncommon...of the 59 FTSE 350 chief executives who have started in their roles since January 2022, a third served on the board before their appointment, according to headhunter Spencer Stuart. There are several perceived advantages : - a safe pair of hands who understands the company culture - a good working relationship with the Chair “They know the company and likely know where the bodies are buried,” said Kit Bingham, head of the UK board practice at executive search firm Heidrick & Struggles. However, appointing a board member can also be a sign of weakness, indicative of - a lack of imagination & risk aversion - an inadequate talent pipeline, poor succession planning - or a manifestation of a panicked leadership “In times of heightened risk when you need innovation and new thinking, some boards go for security and turn to old hands,” said Sabine Dembkowski, who runs an independent consultancy aimed at making boardrooms run better. As chairs seek out safety and stability in times of crisis, transitions from the board to the top executive role are likely to endure. Great article by Anjli Raval of Financial Times. #nonexecutivedirectors #boardofdirectors #ceo

Check out this article on the importance of having a non-executive director to professionalize your board and drive business success! #leadership #professionaldevelopment" View the HRM SKILLS Training Calendar for value-added training for all employees in companies View at hrmskills.sg #hrm #skills

If Strategic Planning is a highly valued skill for CFOs in today's business climate, the CFO leadership will need a solution that is equal to the task. Enter Adaptive Planning. "Travelers asked respondents to rate which skills were most vital in their role. What they found: The results reinforced the idea that the CFO’s remit has shifted from financial reports to a greater emphasis on partnerships, strategy, and leadership, per the report. Strategic planning topped the list of most valuable skills, chosen by 62% of respondents." https://lnkd.in/d8uJYZFQ? mbcid=35308580.99622&mblid=1e0c5ed3cfc2&mid=7969be713deaf924afbbb9c3363db459&utm_campaign=cfo&utm_medium=newsletter&utm_source=morning_brew

Leadership in governance isn't just about fiduciary duties; it's about the heart and soul of an organisation 🌟. "Talking the Talk and Walking the Walk (But with Heart)" dives into the essence of leadership, emphasising the critical role culture plays in strategic objectives. As board members, embodying the organisation's values is not just a legal obligation but a moral one. How do we ensure our actions reflect our commitment to the organisation's mission and foster a culture of integrity and trust? 💖 Explore the insights and be part of the change. Read more here: https://lnkd.in/gYJjDshR #LeadershipWithHeart #BoardGovernance #OrganizationalCulture

⏩ In the #ftse , an unexpected trend is emerging where companies are appointing non-executive directors from within their #boards as #ceos . Leading companies like Unilever , johnlewis , Hargreaves Lansdown, and BT Group have all recently selected CEOs who were previously non-executive directors on their boards and likely reflects a preference for familiarity in times of geopolitical and economic uncertainty. Since January 2022, a significant number of FTSE 350 CEOs had already served on their boards before their appointments. In the US, although less common, 17% of S&P 1500 CEOs appointed in the past year were company #directors before taking the top executive job at the company. Naturally and logically, the advantage of recruiting an existing director as CEO is their established rapport with the company's #chair , board, and #executiveteam . Furthermore, these "insider-outsider" candidates have the not insignificant advantage of understanding the company's #culture , #strategy , and challenges. But that, too, assumes - perhaps erroneously - that those factors are well-aligned and are, therefore, taking the company in the right direction, yet this may not be the case. However, while this trend may offer stability - at least in the short term - it may also indicate an inadequate ‘outsider’ talent pool and, more worringly, a weaknesses in board decision-making linked to #risk aversion. In times of crisis, transitioning from the board to the CEO role is likely to continue as chairs prioritise stability and experience in their leadership choices but that may not be the right choice for the company in the long-term. #boardofdirectors #board #chairman #companydirector #nonexecutivedirector #nonexecutivedirectors #boardmember #boardleadership

Very interesting read for your train journey home if you're lucky enough to be in the big smoke today, or just finishing up WFH. 🏢 Interesting to hear there seems to worries for the LM when it comes to the next generation of leadership... #londonmarket #leadership #lloydsoflondon

CEO Thom Dennis discusses the warning signs of poor leadership and toxic cultures following the Post Office and other scandals in theHRDIRECTOR https://lnkd.in/eUcYrDn7 #postoffice #toxicleadership #leadershipaccountability #leadershipinslights #workculture #organizationalculture

The Institute of Directors Ireland's latest survey reveals the critical factors shaping decisions on state board service. From reputational risks to the evolving role of the Code of Practice, this article explores the dynamics influencing leadership choices. #leadership #IoD #boardofdirectors #fortisrecruitment

Board are always dysfunctional at some point - directors who think theirs never is may need to look through a different lens occasionally. Recognising when this is happening and why, as well as spotting how to move forward, is important. This article from KPMG UK Board Leadership Centre identifies 6 forms of dysfunctional boards. It also points out that board culture has a powerful role in determining what happens not just in the board room but also across the organisation and its ecosystem. Board #culture fueled by: - shared values; - custody of the organisations culture; and - independence and equality in discussions. Definitely worth a read, especially if you're a board member, no matter what type of board you are appointed to, or organisation you work with. https://lnkd.in/dpMSECC6