Leaders with a 'sustainable mindset' can help solve societal problems
Research, by Russell Reynolds Associates and the United Nations Global Compact, highlights the importance of a 'sustainable mindset' for positive impact.
Clarke Murphy is the Chief Executive Officer of Russell Reynolds Associates and serves on the Board of Directors. Prior to his appointment as CEO, he was the Global Leader of the firm's CEO/Board Services Practice.
While at Russell Reynolds Associates, Clarke has conducted a number of significant projects in the industry, including Board of Director searches for UnitedHealth Group and MSCI. He has also conducted CEO assignments for MasterCard, ARAMARK, and Duke Energy, among others. In addition, he has led notable searches in the private equity industry including searches for the Carlyle Group and Warburg Pincus.
Clarke has over 25 years of experience in the executive recruiting industry and joined Russell Reynolds Associates in 1988. Now based in New York, he also spent time in the firm's Frankfurt office and later in London, where he served as Deputy Country Manager. He has also acted as Head of the Americas. Prior to joining Russell Reynolds Associates, Clarke was a commercial banking officer at Manufacturers Hanover Trust Company (now part of JPMorgan Chase) in New York.
Clarke is a member of the Council on Foreign Relations as well as a member of the Board of Directors for the New York City Ballet. Previously, he served as a member of the Board of Trustees of the Convent of the Sacred Heart School and is a former Trustee of the College Foundation of the University of Virginia.
Research, by Russell Reynolds Associates and the United Nations Global Compact, highlights the importance of a 'sustainable mindset' for positive impact.
In the aftermath of the COVID-19 pandemic achieving the Sustainable Development Goals by 2030 will require a radical rethink on how board and c-suite leaders are selected.
Organizations looking to embed sustainability into their business should learn lessons from the digital shift and seek out leaders with new skills.
New research has identified the key strategies used by companies such as IBM and General Electric to produce prolific numbers of future CEOs.
Recientemente escribí un artículo para CNBC acerca del hecho de que lo que esperamos de nuestros líderes puede cambiar con cada ciclo de expansión y recesión económica. Percibimos ciertas...
Mieux comprendre comment identifier les cadres ayant le potentielpoure devenir des cadres supérieurs avec la plus grande probabilité de succès à long terme.
Successful leaders are masters of “competing competencies” – pairs of psychometric traits that would appear to be at odds with each other.