• 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

The Sport Performance Summit

The Sport Performance Summit

Richard had the chance to address some of the most influential practitioners in sport, over 500 experts coaching and supporting elite athletes and teams across 25 different sports and over 30 countries.

In the light of the FIFA scandal, Richard took the opportunity to quote one journalist’s acerbic observation that calling Sepp Blatter’s cronies ‘trusted lieutenants’ was an insult to trusted lieutenants. To be a truly trusted lieutenant requires integrity, constancy, and a commitment to the cause not just the leader one serves.

Using role models from the world of sport to dramatise the particular motivations that drive Cs to become – and in many cases, remain Cs – Richard was able to offer insights from his research into, among others in sport, caddies, coaches, cornermen and performance directors and his conversations with, among others Sir David Brailsford, Sir Alex Ferguson, Bruno Dimichelis and Mike Forde.

Excerpts from Richard’s speech can be seen in this interview he gave to leaders in performance afterwards.

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