Clovis Rondineli, Leadership Development expert, discusses how enabling a genuine two-way communication between managers and their teams can bring benefits to both. With hybrid working and a tsunami of data, it can be hard for leaders to hear and act on the voices of their employees. Leaders and their organisations must improve their skills around hearing, as well as seeing the value in, the individual voice above this background noise.

Bev White CEO of Harvey Nash Group to which Alumni belongs, shares a perspective on leadership through adversity and her personal recipe for successful business.

Catharina Mannerfelt, partner at Alumni, has extensive experience supporting boards and owners in board composition, board effectiveness and board development. Here she discusses some of the challenges and considerations she observes around board succession.

Across the globe, people are living longer. Between 2015 and 2050, the proportion of the world’s population over 60 is set to almost double according to the World Health Organisation. Combining this fact with ever increasing skills shortages means that businesses ignore older talent at their peril.

The widely reported war for talent is real; today’s candidates have more choice, more individual values and are generally more selective when it comes to making their next career move than ever before. Recruitment success is dependent on not only differentiating your employee offer in a crowded marketplace but also ensuring your brand aligns with the values of potential candidates.

Interviewing is an essential part of the recruitment process, but it’s also probably the most difficult part to make truly objective and unbiased. However, there are measures that organisations can take in order to have fair, values-based assessments that will promote inclusivity and improve their chances of selecting the ideal candidate.

We recently spoke to three prominent business leaders to get their insights and perspectives on the meaning of sustainability leadership. We discussed how sustainability impacts their role and organisation today, shifting and driving change towards creating “good business” and about their future outlook. Here we share insights from our talk with Evelina Lindgren, MD aPak, Henrik Henriksson, CEO H2 Green Steel, Mia Brunell Livfors, President and CEO Axel Johnson.

Clovis Rondineli Silva, specialist in leadership and organisational development at Alumni, looks at the current state of EDI in business today and explores how we might challenge our current ways of thinking and pivot to put a culture of inclusion at the heart of the effort to drive positive change.

In the wake of the pandemic clinical talent will be looking for employers that show leadership in supporting staff health and well-being.

Alumni has over the last eight years annually surveyed boards internationally to understand how boards’ agendas are changing and what impacts effectiveness in the boardroom.

Consultant and Chartered Occupational Psychologist Daniel Mannheimer describes how bias is a challenge for building diverse teams and the categories of bias that need to be overcome when recruiting.

No-one needs to be told how important speed and agility is. But speed alone does not get you to your destination. And as digital leaders begin to look beyond the pandemic many are realising that their destination, and direction of travel, have changed.

The rise of interim management reflects the highly competitive and increasing unpredictable environment that organisations face. Many organisations find themselves without the ability to develop the specific skills needed to keep pace with market developments, let alone anticipate and monetise them in a timely fashion.

It’s a no secret that good leadership makes for better agility and performance particularly in the face of disruption and uncertainty. Great leadership is probably the number one contributing factor to businesses that have survived and thrived through the turbulence of recent years.

Has there ever been a more challenging time to have a seat in the boardroom? Market disruption is more frequent and increasingly impactful, and business strategy needs to be more agile and evolve more quickly in order to seize transformation opportunities. Meanwhile, the pressure from stakeholders and governing bodies to deliver long term value is relentless.

The black swan events of 2020 have accelerated the need for agile behaviour change within workforces. In this interview we present a perspective on what it takes to thrive in an environment which many others find challenging and thoughts about the importance of finding and surrounding oneself with great talent and support needed in ones leadership.

How taking a rounded, hybridised approach to sourcing new leadership skills can help HR deliver the best support to their businesses’ strategic goals.

Just what is the responsibility of the board of directors on their company’s sustainability agenda and how can companies use their sustainability strategy to future-proof their business?

Businesses that are better equipped to embrace the change often have the right leaders, in the right place, at the right time. Not only does strong leadership help tackle current threats and maximise on opportunities but also provides a strong footing for future change. How can you best ensure that you hire the right calibre of leadership for your organisation?

What general leadership lessons can be made from their challenging situation? Alumni talks to Carolina Samuelsson, CEO of Region Halland’s Network of Hospitals, about the challenge of leadership in a time of crisis and the positives that have emerged as a result.