Lucrecia Borgonovo

At the Charles Koch Foundation (CKF), we think a lot about what it takes to help people thrive and live a life of meaning. We believe part of the answer is ensuring every person has opportunities to find and do work that connects to who they are as a person — their aptitudes and interests, their values, and their vision for making an impact.   By this measure, I am lucky.    At CKF, I have the opportunity to work with partner organizations that are devoted to what we call the Principles of Human Progress. Among others, these principles include dignity — the belief that every person is capable of extraordinary things — and openness, the idea that the free movement of ideas, resources, and people enhances personal and community well-being.   These partners are doing great work. They are helping Americans to reflect on the foundational principles that have driven steady, but uneven, progress toward a society committed to the life, liberty, and the pursuit of happiness for all. And they are working toward a future where, like me, all Americans have the opportunity to acquire skills that will allow them to find a job that gives them both purpose and a paycheck.     I hope you’ll take a moment to read more about these organizations, the Principles of Human Progress, and CKF’s enduring commitment to creating greater opportunity for all people. You can do so by checking out our end of the year impact story: https://lnkd.in/grRbuVAC   #PrinciplesOfHumanProgress #openness #dignity #humanflourishing #philanthropy #meaningatwork #purposefulwork

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In the latest episode of The Mentors Radio with Thomas M. Loarie, we had a powerful conversation meant for anyone on a leadership journey. We discussed what leaders need to navigate turbulent times, how to effectively mentor the next generation, and the keys to staying resilient and purposeful in today’s rapidly changing business landscape. Listen to our insightful conversation here: https://lnkd.in/eHAxAzQ8 #Leadership #Growth #Resilience #Leaders

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Setting the tone and managing the temperature is good advice for #CEOs. All boards and their chief executives face challenges. How the CEO navigates conflict has an outsized impact on them, their executive team, and the board. It may seem counterintuitive to the new CEO to take the lead with their "boss," but board members are taking their cues from you. They did hire you to lead! 1. Demonstrating #transparency, openness to challenge, and different perspectives will make your board more comfortable asking challenging questions. No CEO benefits from a board of "yes" folks or groupthink. 2. Share #problems early if they have the potential to become critical. You may prefer to be optimistic and engage in magical thinking, but if things go south, the board will not be happy dealing with a surprise emergency. 3. Understand your #stakeholders and treat them as individuals when dealing with the early rumblings of disagreement. Collecting individual perspectives will make it easier to keep issues in the right proportion. These three actions resonate the most with me, having been on both sides of the board/CEO relationship. Which ones speak to you?#boardgovernance #toneatthetop #leadershiplessons #boardmanagement #CEOretention #stakeholdermanagment #difficultconversations #executivecoaching

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Learn why CEO tenures don't follow an expected narrative in this Forbes interview with Claudius A. Hildebrand and Bob Stark. They also discuss other insights from our new book, The Life Cycle of a CEO, out today! https://lnkd.in/eQsx9ahw

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New research from businessfourzero - a Heidrick & Struggles company's Chief People Officer Kate Thompson and The London School of Economics and Political Science (LSE) suggests it’s time to reframe the debate from reward-focused happiness to deeper (and incidentally cheaper) purpose-driven happiness. The study found that connecting your people to your purpose has the power to increase their experienced happiness at work by a phenomenal 12%. Read the Big Think article to learn how leaders can turn workplace happiness into a competitive advantage: https://bit.ly/4dLPOVY. #Leadership #Purpose #Culture #Happiness #MentalHealth

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Racial equity is now an issue for people of all races. Our researchers at Korn Ferry, in partnership with the Global Black Economic Forum, look at the current landscape of inclusion in business and leadership in this seminal report. #leadership #inclusion #diversity #performance #equity #race #LGBT #CEO #Board #trends #strategy #innovation

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As board priorities shift, the CHRO role is evolving to encompass more strategic influence. Heidrick & Struggles found that many boards now view talent challenges as a top focus, giving CHROs a natural edge in succession planning. Explore how talent management expertise is paving the way for future CEOs: https://bit.ly/40ytuL9 #CHRO #CEOs #HRLeaders #TalentStrategy #Leadership

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Saying merely, some jobs will be cut and others will be created, is an oversimplification of the challenges and opportunities presented by AI emerging as a new technological resource in the workplace. Empower yourself with some valuable knowledge and dig into the topic with more insights here...

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Want a quick masterclass on some tips on how to leverage consulting techniques in recruiting? Listen to my colleague Paul M. Norman discuss these topics and other outstanding concepts with Ben Eubanks on his podcast. I promise it is worth the time spent to listen to Paul’s insights!

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Interesting piece here from Heidrick & Struggles about the importance of being able to lead across boundaries. Prompted me to reflect on how many there are: - between vertical units (siloes) - inside and outside the organisation - top to bottom - between geographies - between mindsets (eg past - present - future focused) What other boundaries are there that need leadership to cross? https://lnkd.in/eV9QpaJc

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Key learnings from the herebelow Forbes article for 5 Things A Great CEO Never Does: 1. Get Lost In The Details 2. Stick With Poor Decisions 3. Compromise Their Integrity 4. Lose Composure Under Pressure 5. Become Overly Dependent On The Approval Of Others Through Mentoring & Coaching and use of Assessments, by those who have the expertise & the experience, you can have support on this direction such as by Arsis Global Consulting That’s why I would add a nr 6 on the above: - Avoid not to listen & have the suitable advisors, since nobody is perfect and nobody knows everything. Out of the five things, if integrity is compromised then it’s very difficult or impossible to change your personal branding. #ceo #leadership #mentoring #coaching #assessments #hoganassesesment #arsisglobalconsulting #personalbranding

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A colleague recently introduced me to Alison Fragale's book "Likable Badass." This framing really resonates with me, particularly as we think about what it takes for women leaders to be successful (see the graph below). This also reminded me of David Yeager's book "10 to 25" about mentor mindsets or what he also refers to as "Warm Demanders." It's the combination of these two seemingly contradictory characteristics where the magic - the success - the positive impact occurs. Being demanding, does not preclude one from being warm. Being a badass does not preclude one from being likable. This is true for male leaders, but it is especially true for women in leadership. What do you think? #LikableBadass #WarmDemander #Leadership

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Good leadership article from McKinsey, with a number of interesting observations and recommendations. As an advocate for more effective utilization of our senior talent in organizations, I really appreciated the comment that, “The current leadership team should create personalized immersion sessions for new leaders. The most senior executives should lead these courses rather than having them administered by HR or delivered through self-driven courses. Senior leaders should compare notes with future leaders, get them to open up about their biggest challenges, and jointly determine how to address them. Lessons can come from anywhere in the business ecosystem.”

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I've spent 30+ years transforming talent and organizations: From biotech scientist to global talent management executive to HWConsulting co-founder. My coaching philosophy is simple - create lasting impact through sustainable change. What sets us apart? Our unique blend of data-driven methodology and sustainable transformation strategies - customized to your specific context and goals. The most rewarding part? Seeing leaders not just grow but thrive - driving their organizations to new heights while building strong, engaged teams. MULTI-LEVEL COACHING FRAMEWORK Executive Coaching - Empowering senior leaders with: • Strategic decision-making • Organizational transformation • Culture shaping • High-stakes leadership → Intensive bi-monthly sessions Leadership & Team Development - Building high-performing teams through: • Management excellence • Change leadership • Cross-functional collaboration • Performance optimization → Intensive bi-monthly sessions for leaders and customized coaching schedules for teams Our Transformative Approach: 1. Growth Mindset Cultivation - Creating sustainable development cultures that drive excellence 2. Trust-Based Leadership - Building relationships that deliver outstanding results 3. Strategic Alignment - Connecting leadership development, talent management, and business strategy Global Impact: • Coached hundreds of executives worldwide • Developed thousands of professionals across 46 countries • Led organizational effectiveness initiatives for 23,000+ employees CURRENTLY ACCEPTING NEW COACHING CLIENTS! Are you ready to transform your leadership impact? Let’s connect! #HWConsulting #ExecutiveCoaching #LeadershipCoaching #TalentManagement #OrganizationalExcellence #TeamPerformance #TransformationalLeadership Lori Harris (MBA, PCC, PM)

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At Heidrick & Struggles, we know effective succession planning is critical to future-proofing leadership. Our latest article reveals that many CEOs and boards are concerned about the effectiveness of their succession strategies, yet it remains a low priority for some. Learn how independent directors and larger companies are setting a new standard for succession planning. Read more: https://bit.ly/4hommqR #SuccessionPlanning #LeadershipDevelopment #BoardStrategy #Succession

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In our current moment of political polarization and with the evolving landscape of diversity, it’s critical to rethink how we approach diversity in the workplace. This insightful HBR article, “How to Reframe the Value Proposition of Diversity,” offers valuable perspectives on shifting the conversation from diversity as an obligation to diversity as a strategic advantage. The article emphasizes the need to clearly communicate the ROI of diversity—not just in terms of profitability, but in fostering innovation and team performance. For leaders navigating these uncertain times, here are a few reframes to consider. ➡️ Complexity drives performance: Diverse teams introduce complexity, which creates friction that challenges assumptions and prevents groupthink, leading to better outcomes. ➡️ Diversity sparks innovation: Teams with varied backgrounds and experiences bring different perspectives, driving creative solutions and better decision-making. ➡️ Competitive advantage: Embracing diversity unlocks higher performance, allowing teams to tackle problems from multiple angles and innovate effectively. ➡️ It’s not just about numbers: Diversity isn’t just about race or gender—it’s about all the inherent and acquired traits people bring, which collectively enhance team performance. #Diversity #Innovation #TeamPerformance #Leadership

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I read the title and immediately felt like it was click bait ... but from HBR. I then read the article and upon further reflection realized my initial negative reaction was spot on. This article is one in a long line of articles or even books with titles like "Be a Courageous Leader", "Be an Innovative Leader" or "Be a Transformative Leader". None of these individual character traits will make you a better leader without being properly integrated within your overall leadership style and competencies. None of it will matter if you have not gained the trust and respect of your organization to follow you. None of it will matter if your present and future customers don't find your offering compelling. The author proposes "4 Actions CEOs Should Take to Ensure a Bold Strategy". Here are just two of many critical aspects not mentioned: 1. Objectively assess your own skills as a leader and then seek guidance to address blind spots, limiting beliefs or deficiencies that impede your growth (and by extension your company's ability to remain competitive). 2. Start by carefully evaluating what your company needs now before deciding on what you want for the future. There are immediate and shorter term change initiatives that will increase customer loyalty and value, improve employee morale and engagement, and reduce costs for example that will make your company more competitive now and lay the ground work to make your company more competitive in the future. Doing so is not bold or necessarily innovative, but it will deliver results. Let's stop pretending leaders need to do this one thing or become one type of leader. Leadership is not a fad diet. Let's also stop pretending that leadership operates in isolation of the those being led. Becoming/being a great leader is not about adopting a temporary fix or persona. Great leaders are genuine people whose behaviors, character and actions underpin every decision AND motivates those around them to follow. Let's Drive Your Success - MMOmentum: Executive Coaching, Team Development, and Organizational Coaching

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People-First Leadership Last week, I had the pleasure of leading a 90-minute virtual leadership lab with a group of Takeda leaders as part of their leadership development. We explored the impact of people-first leadership—specifically, the power of Clarity, Autonomy, Relationships, and Equity (CARE) in bridging the gap between what teams get and what they truly need to do their best work and be their best selves. Research shows that when there’s a disconnect between leader intentions and team needs, cognitive dissonance and mistrust can creep in, setting the stage for workplace toxicity. According to Gallup, 70% of variance in team engagement can be directly linked to the team leader's approach​​. When leaders intentionally manage their biases and actively prioritize people over results, they create the psychological safety needed for teams to thrive. Key data points from the session: ✅ People-first Culture Matters: Organizations with cultures rooted in empathy and trust see lower turnover and higher engagement rates. MIT Sloan found that a toxic workplace culture is 10.4 times more likely to drive attrition than compensation​. ✅ Clarity Reduces Stress: Teams with clear expectations are better aligned and experience reduced stress​. This clarity allows leaders to close the “gap” and align their teams better. ✅ Equity Drives Engagement: Recent studies on equitable leadership strategies have noted that leaders who individualize support based on team member needs foster greater engagement​. The CARE to Win approach is more than just a leadership framework—it’s a shift in mindset that places people at the center of performance. When leaders intentionally close the gap between what teams receive and what they need, they create high-performing cultures built on trust and resilience. Here’s to a future of intentional, human-centered leadership. Thanks for having us present our mission to your leaders. What leadership habits do you use that help close the gap between what your team gets and what they need? References: - Gallup, 2022. 70% of the variance in team engagement is due to team leaders. - MIT Sloan Management Review. Toxic Culture is 10.4 times more likely to drive attrition than compensation. - Draper, A. CARE to Win: The Four Leadership Habits to Build High-Performing Teams. Brown Books Publishing Group, 2024. More on CARE to Win here: https://lnkd.in/gXtwpF2z #CAREtoWin #LeadershipDevelopment #EmpathyInLeadership #PsychologicalSafety #PeopleFirst #care #trust #leadership #leadershiptraining

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😯 71% of US CEOs say they feel like imposters 🤔 I know I was surprised to see that stat #KornFerry shares from a recent survey! And, the higher up the org chart someone ascends, the more acutely they feel imposter syndrome. What is behind this? It's not a lack of confidence or experience. Rather it's the massive number of significant challenges simultaneously: 🤺 transform their organizations 🤺 be the culture carriers 🤺 figure out the role of #AI in their business 🤺 navigate geopolitical challenges 🤺 satisfy investors 🤺 speak to social issues So the combo of being confident AND humble is effective. This opens up the path to know you don't have all the answers and you don't need to pretend. A few suggestions to up your odds of success: 👉 hire direct reports that push you up vs you pulling them up 👉 have an "advisor" or #peeradvisory trusted group where you can share your challenges and gain perspectives and d options 👉 learn how to tap into your creative side 👉 be intentional about staying healthy (sleep, diet, exercise, meditation) How else might you do to manage your imposter syndrome? Thanks to Korn Ferry for the survey and the tips! Article link in comment section! #CEOs #BUSINESSOWNERS #EXECTUIVE #IMPOSTERSYNDROME

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