Horizon37 continually and proactively invest in research in order to stay at the forefront of leadership coaching.
Our goal is to help entrepreneurs, executive teams, investors, mentors and board members to improve their performance during the scale-up phase, while also discovering which interventions make the most difference – so that we always deliver the most impactful and effective coaching possible.
We are embarking on a new project to help entrepreneurs, executive teams, investors, mentors and board members to improve their performance during the scale-up phase, while also discovering which interventions make the most difference – so that we always deliver the most impactful and effective coaching possible.
We want to talk to the Horizon37 community and leaders throughout the scale-up ecosystem, and ask, what is the business impact of good or bad leadership on business outcomes? What does good leadership comprise, and how do you develop it?
Share your thoughts with us by completing our 5 minute survey (which can be anonymous if you wish), or get in touch if you would like to be interviewed for this project.
Can founders always lead scale-up businesses? How can we tell when the founder has what it takes to lead their radidly growing business?
With 50% of founders not making it past the three year mark as CEO, and an average UK business survival rate of just 41%, the statistics reflect the size of this leadership challenge.
We interviewed a cross section of current and former start up and scale up CEOs, investors, advisors, and those who interact with them to ask ‘Can founders lead scale up businesses?’. As coaches, we also asked what interventions make the most difference.
Can successful CEOs be ‘made’, and if so, how? – Read the full report here
What really works on scale-up boards? Can “villains” be valuable board members?
Villains vs. Value provides a conceptual framework for directors to serve effectively on a growth business board, including the most effective behaviours and ways of thinking.
We ask provocative questions about ‘villainous’ board behaviour, and other significant behavioural styles – both good and bad – observed in general management.
A major finding from this research is that how members behave and contribute can make the biggest difference between value creation and value destruction (even if the right people are doing the right things to achieve the right purpose, boards can fail spectacularly). This research goes a step beyond defining how to behave, and helps members assess their motivations and mindsets to challenge their behaviours.
Which scale-up board archetype best describes you? – Read the full report here