The last couple of months have been a wake-up call for many organizations. The potential effect of COVID-19 on executive health has made Boards cognizant of the need to review their succession planning processes. More>

Becoming the leader of a team is an exciting but also stressful time, especially when compounded with navigating a new role during the COVID-19 pandemic. How can companies best prepare newly hired or newly promoted leaders to be successful in their roles when offices are closed, and in-person connections aren’t possible? More>

In this “new normal,” how can hiring managers replicate the in-person ability to assess personality and capture those essential non-verbal cues? And how do candidates stand apart and showcase their soft skills and unique personal attributes? More>

With the rise of the COVID-19 pandemic, leaders are confronted with the task of keeping their teams engaged and motivated while facing the crisis. Keeping your team together and thriving doesn’t have to be overwhelming with the right strategies in place. Here are three tips to keep your team moving forward and examples from firms who have created strategies that work. More>

It is always the Board’s responsibility to make plans that protect the organization and its stakeholders from harm. Until the COVID-19 impact is better understood it is impossible to make conclusions about how good – or bad – the situation may be. As the COVID-19 virus moves into North America, NOW is the time to execute good governance responsibility. More>

Health care organizations are increasingly moving away from hospital-based, inpatient care to community-based models that focus on prevention and sustaining well-being – as well as meeting the social needs of vulnerable patients. Specific approaches vary at health systems across the country but are, in some cases, paving the way for new leadership roles. More>

Summary of Findings for DHR’s Fifth Conference Addressing Human Capital Issues in PE Funded Companies More>

It’s the turn of a new decade, and several social, technological, economic and political forces promise to shape the future of the nonprofit sector. Some are already in play – or have been for some time – and are already challenging nonprofit organizations. They have the potential to fundamentally transform the sector. I’ve outlined eight predictions here; a convergence of these factors will alter the landscape, necessitating a major shift in the way nonprofit organizations operate. More>