The Grahall Executive Search services are different because:
• Engagements are executed only by senior consultants
• We conduct fundamental research for every assignment, giving you the best in the marketplace, not just the best in our database
• There truly are few ‘off limits’ situations in candidate sourcing
• We utilize a unique approach called “Rational Pricing” with fees starting at a discount to the competition and percentages dropping as targeted compensation goes up. Additionally we offer relationship pricing which reduces fees on multiple searches within 1 year
• We operate on fixed fees. Our fee is based on targeted total cash compensation; the final candidate’s actual compensation does not impact our fee
• We guaranteed your satisfaction, with payments contingent upon YOUR definition of success.
• Invoicing is based upon performance milestones, not the passage of time.
• Successful completion precedes payment in full
We invite you to watch our video (by clicking here) on this important subject. You can download the slides that are used in the video by clicking here: ”Grahall Executive Search: Value Differentiators“.
Learn more about our services by clicking here: “Grahall Executive Search Overview“, or by contacting me, Bill Byrnes at:
A practical and realistic approach to effective coaching for senior managers and leaders in your organization is available to you. Whether you are considering one to one coaching for yourself, a valued contributor, or are interested in building an internal coaching group “The Science and Art of Executive Coaching“ is worth a look.
There can be a clear line of sight from Organization Development to Leadership Development to Executive (or high level) Coaching. My Six Step Model to Executive Coaching has led to many successful coaching outcomes. It integrates the science and the art of coaching into a powerful and effective approach.
Click here to read more about my Six Step Model.
Whether it is individual coaching or the enhancement of coaching skills within an organization, The Science and Art of Executive Coaching is a proven and successful methodology offered by Grahall.
And for more information check out my videos at:
Jamie Dimon won re-election to the JPM Board “by a landslide” of just under 68% of the votes ensuring that he will continue to hold the both the CEO and Chairman posts. We certainly are not surprised, and predicted this on our blog Now That’s a Tempest in a Teapot.
Continue reading “We Guessed It!” »
There are important question shareholders, boards, the media, and the public should be asking when it comes to CEO pay, but it’s not necessarily “how much”. In her April 6, 2013 article for the New York Times, If Shareholders Say ‘Enough Already,’ the Board May Listen Gretchen Morgenson writes, “Last year, the median chief executive at a United States company with more than $5 billion in revenue received about $14 million, 2.8 percent more than in 2011, according to an annual pay analysis conducted by Equilar. The 2012 increase, though relatively modest, still represents a raise for most of those who inhabit the corner office (and whose companies had filed the data by the end of March)…. Do this year’s figures show any evidence of progress toward a new pay paradigm? You know, where the gap between the compensation of executives and workers narrows, or where company directors put shareholders’ interests before those of the hired hands?”
Continue reading “It is Absolutely All Relative” »
An April 2, 2013 article in Forbes by Susan Adams surfaced a study by Leadership IQ that found that “More than a third of companies are so dysfunctional, the best people don’t really care about what they’re doing and the worst people don’t know that they are doing a lousy job…. Companies should be worried about these findings… because high performers tend to thrive on feeling involved and challenged.”
Wow, 42%! That sounds like a big number, but since we don’t know the nature of the sample, other than that “leadership IQ’s research base includes thousands of companies and their employees” it is hard to tell how broadly these results should be applied.
Continue reading “Determining the Level of Employee Engagement is Only the First Step….” »
All the discussions about JP Morgan and whether Jamie Dimon should remain as the CEO and Chairman, or if those role should be separated, miss the key and critical issue that this just one point out of perhaps 80 or more variables that determine whether a company is or will be properly governed by its board.
Here are just two of the many important issues to examine with regard to JP Morgan:
1) What is the board culture? Is it participative? Are directors encouraged to be actively engaged, or is it compliant?
2) Why is there no succession plan in place for the CEO position at JP Morgan? Whether the CEO is 50 or 70 years or age, whether they are star performers or just average, every company (and especially every publicly traded company) must have a succession plan.
So as this story plays out, and the shareholders’ vote is revealed today (which we are predicting will be in favor of continuing to combine the roles of CEO and Chairman), we too will examine these and other important consideration around board governance.
At Grahall we do not over simplifying an issue. We will provide you with tangible, empirical evidence based on expansive and thoughtful research and our deep experience working with companies of all sizes, in all industries and at all levels of maturity. To access our Board of Director’s Research Series click here.
For a preview of our thinking see Michael Dennis Graham’s book Board of Directors Governance & Rewards or call Michael at 917.453.4341
According to a March 31, 2013 article in the New York Times by Susanne Craig: “Since the financial crisis, compensation for the directors of the nation’s biggest banks has continued to rise even as the banks themselves, facing difficult markets and regulatory pressures, are reining in bonuses and pay.”
Well, “reining in” of executive pay might be a bit of an exaggeration, but there is no question that the Chairman’s role and other board members of Wall Street firms have lucrative pay packages. And over the past several months, or even years, with a growing portion of director pay made in stock (and with share prices for these firms soaring), director pay has increased. But the bigger question is not “how much” but “how and why”.
As Michael Graham shared in his recently published book Board of Directors Governance and Rewards, “We believe that boards don’t get the respect they deserve for the success of the businesses they oversee, but neither are they held much accountable when the businesses they oversee flounder… If the business strategies work, then the CEO should get credit for execution and the Board for foresightedness (not just the credit for hiring the right guy). If business strategies fail then the CEO should carry the blame for poor choice of strategy or poor implementation and the Board for failure to appropriately examine the plans (not just the blame for overpaying the CEO).”
And speaking of how CEO pay drives behaviors, the same is true for director pay, but for directors there is a different angle. Directors (much like US congressmen) set their own pay. It is part of their responsibilities for corporate governance. Therefore board governance and board pay cannot be decoupled. Further, the most important consideration for both governance and pay is the idea of contribution: how does the board contribute to the company and how does each director contribute to the work of the board, and how these contributions drive board pay.
There is a wide spectrum of board contribution levels from “hands off” to “hands on.” In Grahall’s ground breaking Board of Directors Research Series we found that a board’s relationship with the company can be measured and arrayed to give a quantitative understanding of its “contribution” level. Grahall identified 40 variables which are gleaned from proxies to represent the degree of contribution of each board.
With this large number of variable, there is a nearly infinite number of combinations and permutations of the influencing factors that set the threshold conditions for board governance and reward program success. Board governance and reward program design needs to be an active, dynamic, adaptive, and “situational” effort. Where there are different levels of contribution, the board reward levels should also be different.
Pay must be equal to contribution, and contribution must be aligned with governance, and governance aligned with shareholder interest. So if director pay appears high it is only “too high” if the contribution is less than the pay should demand. The reward strategy needs to be consistent with the level of contribution. High contribution should generate high compensation and vice versa.
Jay Wolf, a Consultant and Executive Coach with Grahall, was a keynote speaker at the UBS PREMIER HEDGE FUND CLIENT CONFERENCE held in Naples, Florida on April 17-19, 2013. Jay spoke about the power of emotionally intelligent leadership in motivating employee performance and enhancing organizational success.
Access this compelling and important speech by clicking here: Emotionally Intelligent Leadership.
Jay works in a wide range of industries specializing in Leadership Development, Performance Assessments and Organizational and Executive Coaching. Mr. Wolf is also a principle and co-founder of JCris Consulting Group, an international consulting and coaching firm. Using their “Power Methodology”, JCris Consulting Group partners with organizations to enhance human capital performance and deliver better bottom-line results.
Contact Jay at firstname.lastname@example.org
Each participant at this conference also received a copy of Grahall’s Michael Dennis Graham’s latest book Hedge Fund People Strategy: Human Capital that Supports Investment Excellence, Sustainability, and Growth. This important book provides readers with a perspective on the key dimensions of hedge fund people strategy and the organizational, talent management, compensation and employee relations practices in the hedge fund industry. More than just describing these practices, this book outlines why the practices need to be unique to each firm, and how firms can ensure that human capital is working as hard as the financial, intellectual, information, and other capital components demonstrated in today’s most successful firms. This book offers an unrivaled look at one of the little discussed but critical success factors in the hedge fund industry, its people.
Contact Michael (917) 453-4341 or email@example.com
According to an April 1, 2013 article in Financial Times, “the UK’s opposition to the new EU-wide cap on bankers’ bonuses was swept aside in an otherwise unanimous vote in favour of the new rules. The EU-wide cap, effective next year, will restrict bonuses to the same level as salary, or at twice that level with explicit shareholder approval”.
And it’s not just bankers, according to a March 24, 2013 article in the Financial Times, “Sven Giegold, the German Green party MEP spearheading the legislation, is believed to want to extend the proposed bonus caps to hedge funds, and other vehicles such as private equity funds, covered by the EU’s Alternative Investment Fund Managers Directive.”
Oh dear, such dire circumstances for the EU bankers (the majority of whom are in London). Will this harsh punishment turn EU bankers in the next Oliver Twists begging their strict regulators for just one more bowl of gruel (or a richer pay package)? Well, probably not.
Continue reading “Please sir, I want some more!” »