Home » Author Archives: Dr. Thomas J. Saporito

Author Archives: Dr. Thomas J. Saporito

Dr. Thomas J. Saporito
Dr. Thomas J. Saporito (tsaporito@rhrinternational.com) is chairman and CEO of RHR International, a global firm committed to the development of top management leadership.

Time For a Do Over: How Do You Move On When You’ve Picked the Wrong CEO Candidate?


Seeing the need for a new CEO, a client went about it the right way and began developing a thoughtful, strategic succession process. The company began grooming two or three in-house candidates, eventually zeroing in on one they thought would be ideal. However, the dynamics changed as the process went on. In cultivating their CEO-to-be, they came to realize they were actually betting on the wrong horse.

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The CEO and Power: Are the Two a Dynamic Duo or an Odd Couple?

Power is a word that is often spoken synonymously with the office of CEO—for better or for worse. By dictionary definition, power is “the ability to act or produce an effect.” Simple enough. Yet, when it comes to how power plays out in leadership positions, understanding the dynamics can mean the difference between leading effectively and falling flat.

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Pope Francis: A Transformational CEO

There's this complex, global "business," thousands of years old, that finds itself steeped in its own history, embroiled in controversy and struggling to reconnect with its base while remaining relevant in a quickly changing landscape. Sound familiar?

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Great Boards Have Great Dynamics

Tom Saporito Sept-Oct 2014

There are “good” boards and then there are “great” boards. Increasingly, research points to the link between effective board dynamics and shareholder value. In fact, 73% of directors polled in a recent study indicated that “great” boards are a substantial component of corporate success.

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The New CEO Equation: Solving for X and Y

Ready or not, Generation X and Y now have their feet in the door of the C-suite. According to Forbes, 20 companies with market caps higher than $1.8 billion have CEOs under the age of 40. Thousands of smaller organizations have Gen X and Y leaders at the helm. Many more are working their way upward in the more traditional ...

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