CEOs what do they need to be good at?

Recent research from Mullwood Partnership offers a relevant and insightful answer to this question. The research describes how the role of the CEO is changing and examines the wider range of skills that are now required in order to perform and lead effectively at this level.

How must existing CEOs adapt and what needs to change about how we identify and develop the next generation of CEOs?

During 2012 Andrea Adams, Triumpha’s Managing Director (for those who don’t know her) had the opportunity to collaborate with Mullwood Partnership. They invited her to write up their first piece of major research called, ‘Broadening the CEO Selection Pool: where will our future leaders come from?

The findings summarise the views of 135 business leaders from around the world and clearly identify the experience, skills and behaviours that make a ‘stellar’ CEO as opposed to a merely ‘good’ one.

The Key Points

The research reveals that:

  • The best future CEOs will not necessarily come from the traditional routes of Finance and Operations, the talent selection pool will need to be wider.
  • Pre-requisites for today’s CEOs appear to be proven capability as an MD, followed by depth in their chosen sector and a multi-functional background.
  • Aspiring CEOs need to:
  • Express interest in becoming an MD/CEO. Don’t assume others know of your ambitions.
  • Build breadth as early as you can in your career by working outside of your home function.
  • People leadership is the CEO’s supreme differentiator. It singlehandedly distinguishes the best CEOs from the rest.

For more, download a copy of the full research report, Broadening the CEO Selection Pool: where will our future leaders come from.

Enter your details to download "Broadening The CEO Selection Pool: Where Will Our Future Leaders Come From?"

Triumpha article one of the most popular in Strategic HR Review

The article, ‘Mapping a Strategic Approach to HR Leadership’ is amongst the most frequently downloaded in Strategic HR Review. Receiving over 700 downloads since publication in 2012.


How pleased am I? Thrilled actually, and wanted to share this news.


I started to write when I founded Triumpha. There were things to say about what matters in organisations and what works in practice, and I was ready to fuel my ambition. Namely, helping others develop extraordinary leadership, leadership teams and breakthrough organisation performance led by people.


I believe that strategic HR has significant potential for modernising management practice, bringing it into line with the needs of the twenty first century organisation. The strategic HR role is typically understood, but there is a difference between this understanding and what happens in practice – the ‘knowing-doing gap. Unfortunately, this means that the potential for HR leaders to make an impactful difference is often never realised.


Mapping a Strategic Approach to HR Leadership uses a case study about our work with a leading retailer and shows:

  • How we closed the ‘knowing-doing’ gap.
  • Five crucial conversations that strategic human resources leaders must catalyse within their organisations.
  • How human resources leaders can build their confidence and strategic capability by working through a planned change process.
  • How to build appetite and expectation for a strategic Human Resources contribution among line colleagues.
  • A staged approach for developing and embedding strategic human resources capability in an HR team.


To read more, download a copy of the full article below.

Enter your details to download "Mapping a Strategic Approach to HR Leadership"