Chairmen of plcs are defined by the legacy they leave at the end of their tenure, but their first 100 days in the role will be a key milestone. The proverbial first 100 days is the period commonly used to gauge how well a new chairman has bedded-in with the board and whether they have begun to set the tone of their tenure. In that brief period, they must build bridges with management, glean insight from around the business and identify what needs to change on the board. Success will largely be determined by the key conclusions made in that valuable first quarter at the board’s helm.
In this article, Criticaleye speaks to Martin Bloom, Alison Carnwath, Ian Durant, Rick Haythornthwaite, Simon Laffin, Steve Marshall, Sir Peter Mason and Leslie Van de Walle to assess what chairmen should consider in their first 100 days.
Read, watch & listen to some of the latest thought leadership from our Community.
This research, conducted at our HR Director Retreat, highlights the executive focus on business performance and ensuring the right leadership capabilities are in place to drive change and success. Key findings from C...
Sarah Armstrong, Chief People Officer at Rolls-Royce, talks to Senior Editor Bridgette Hall at Criticaleye about guiding the company’s workforce through transformation, focusing on skills and capabilities and her ...
Focused on what leaders should be prioritising over the next twelve months, advice for first-time CEOs and how Chairs in high-growth businesses can better support their CEOs. Key discussion points include: Pr...
Displaying 1 to 3 of 1,186
We use cookies to improve your experience. By using our site, you agree to our use of cookies.
