• It has become something of a taboo in our society to say you don’t want to be a leader — especially if you are one. Richard Hytner, a former CEO at the global advertising giant Saatchi & Saatchi, experienced it firsthand and is trying to break that stigma.

    - Lillian Cunningham, Editor, On Leadership, The Washington Post
  • Hytner notes that talent development, for example, is crucial to companies now, so the lack of a great track record for hiring, inspiring, and keeping star employees sometimes trips up aspiring CEOs.

    - Anne Fisher, Fortune Magazine
  • He argues convincingly that a great team of a chief executive and a number two is a more successful proposition than a solitary leader. Mr Hytner describes the various types of consiglieri – lodestones, educators, anchors and deliverers, according to his segmentation.

    - Luke Johnson, Financial Times
  • Richard Hytner, deputy chairman of London-based advertising giant Saatchi & Saatchi, thinks corporate understudies are too often overlooked. He’s set out to burnish the reputation of the second-in-command…

    - Adam Auriemma, the Wall Street Journal
  • It’s a trove of advice about how to be a great deputy and principal adviser, a calling that has brought out the best in people as varied and admirable as Warren Buffett’s Charlie Munger, Anna Wintour’s Grace Coddington, Abraham Lincoln’s William Seward, and Henry VIII’s Thomas Cromwell.

    - Frederick E. Allen, Forbes

Media Article

Richard Hytner: HRDs are the consiglieri of the C-suite – HR Magazine

Richard Hytner: HRDs are the consiglieri of the C-suite – HR Magazine

Even as culture climbs higher up the boardroom agenda, it seems the currency of those best able to shape it continues to be debased. HR directors are often dismissed as daydreamers devoid of commercial clout, disconnected from the reality of the business, best parked on the side-lines of the C-suite. But it is not because HR practitioners subscribe to the fantasy. The ones I have worked with know perfectly well that as the context for leadership changes, so, too, does the need for a new kind of collective leadership. 

Read the full article at hrmagazine.co.uk/

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