Clinch’s Post

💡 Increasing the Effectiveness of Leaders in Private Equity 💡 Beyond deal sourcing, due diligence, acquisition, and value creation, Private Equity professionals also understand the critical role of leadership in investment success. Effective leadership creates value, leadership failure destroys it. Conventional leadership recruitment methods have a high failure rate because they do not solve two significant challenges:  ✨ the diversity problem and  ✨ the performance problem. Doris Hofmeister, Partner at MU explores these issues and introduces a transformative solution tailored for the dynamic world of private equity in this article 👉 https://lnkd.in/dXCaGtSf

I’ve had the chance to read this article by Mr Ben Chester Cheong on leadership renewal. Mr Cheong was my tutor for the commercial law modules I took as a Juris Doctor candidate at SUSS School of Law. This is an excellent and practical piece on leadership renewal in our corporate life. I agree with the observations in the article. Below are also some of my own experiences and observations as a corporate leader. Leadership renewal and handover is more than just a checklist-ticking exercise with an arbitrary time stamp. The essence of leadership renewal and transition is people. Beyond the checklist requirements and timelines, other human factors like emotional intelligence, influencing skills and confidence building play a big role in moving a potential leader’s development forward; which is why not everyone can fulfil their leadership potential. So while it is good to have a bench with 1 exceptional potential leader for each leadership position, these otherwise untested potential leaders may struggle to live up to expectations. Some may even feel that leadership is not what they want to do. After all, being a specialist is a very comfortable role for anyone, as compared to being challenged for leadership positions. My personal take is to overstock my bench, with 2-3 potential leaders for each position, rather than rely on just 1 potential heir. This way, there is a good stable of potential leaders who can each be tested and developed gradually with smaller pieces of leadership tasks each, rather than expecting the 1 heir to jump straight into the role of a substitute leader. It sustains their development and allows them to be competent in each of the required leadership competencies at their own time, preventing them from being overwhelmed. Nonetheless, as observed by Mr Chong, one thing to be careful about is how the internal politics skews the leadership development to favour a few. To counter this, as leaders, our assessment must be an objective one, with an assessment matrix which transcends the politics and potential biases we have.

✉️ Letter to the FT: Long-term stable leadership can often be the key to innovation You can read MHR CEO Anton Roe's response to Emma Jacobs' recent Financial Times article on the value of long-term employees here 👇 #Leadership #Innovation

✉️ Letter to the FT: Long-term stable leadership can often be the key to innovation You can read MHR CEO Anton Roe's response to Emma Jacobs' recent Financial Times article on the value of long-term employees here 👇 #Leadership #Innovation

✉️ Letter to the FT: Long-term stable leadership can often be the key to innovation You can read MHR CEO Anton Roe's response to Emma Jacobs' recent Financial Times article on the value of long-term employees here 👇 #Leadership #Innovation

📢 The latest from our company page 📢 📊✨ Insight from Ben Page, CEO, Ipsos MORI: "According to our surveys, only 29% of the public believe that the people in charge know best, and this percentage is dropping with each successive generation." In a world where trust in leadership is at the forefront, these findings underscore the critical importance of redefining leadership dynamics. Trust is not just earned; it's nurtured through transparency, empathy, and understanding. Achieve meaningful cultural change by building trust into your leadership behaviours 👉 https://bit.ly/3DFkyaK

✉️ Letter to the FT: Long-term stable leadership can often be the key to innovation You can read MHR CEO Anton Roe's response to Emma Jacobs' recent Financial Times article on the value of long-term employees here 👇 #Leadership #Innovation

💡 Increasing the Effectiveness of Leaders in Private Equity 💡 Beyond deal sourcing, due diligence, acquisition, and value creation, Private Equity professionals also understand the critical role of leadership in investment success. Effective leadership creates value, leadership failure destroys it. Conventional leadership recruitment methods have a high failure rate because they do not solve two significant challenges:  ✨ the diversity problem and  ✨ the performance problem. Doris Hofmeister, Partner at MU explores these issues and introduces a transformative solution tailored for the dynamic world of private equity in this article 👉 https://lnkd.in/dUi2QvKM

Today, we kicked off our Servant Leadership season taking it out of Vienna to Mexico, USA, Australia, and South Africa. Such a pleasure working with my fabulous colleague Gia Helena Gutierrez again! The three biggest misconceptions about SL we hear from leaders are: ❌ SL is about making employees happy ❌ SL requires more time ❌ SL is laissez-faire leadership style What it is: SL is a leadership philosophy where leaders prioritize the needs of their team with the objective of ensuring they have all the resources to perform and succeed. Fairly simple 😉

We’ve delivered a lot of leadership programmes over the years. One thing that unites them all is that long term success is impossible if people only attend out of duty. I’ve collected some thoughts on the core principles that let attendees know that enrolment is an opportunity, not just an obligation. Have a read! https://lnkd.in/eWcEkY3S