Carey says: “The corporate board that takes on a systematic, predictable and transparent process in choosing the next leaders of the organization build stronger cultures, clarify the company’s strategy and deliver value to all stakeholders, including employees.”

In an article, he explained:

“CEOs need to learn what they can from others who have acquired, largely by trial-and-error, insights into how to run a company. We believe there is an immense and largely untapped body of knowledge on these subjects. It resides among the fraternity of experienced, seasoned and retired CEOs who has been working in the trenches for many years. They may well be the best ‘executive education’ resource for current and future CEOs.”

In an article, he wrote:

“A company would do well to establish parallel approaches to succession. Insiders often get the corporate top job- in fact, more than 80% of the current Fortune 100 CEOs were selected from within the companies’ ranks- yet the high turnover among CEOs is testament to the frequency with which companies pick the wrong insider. A set of parallel approaches allows a company to gather comparable data about internal candidates, with each process filling the informational gaps left by the other.”

Carey says: “The corporate boards that take on a systematic, predictable and transparent process in choosing the next leaders of the organization build stronger cultures, clarify the company’s strategy and deliver value to all stakeholders, including employees.”

“In working with leading companies, we have developed a window on how boards can get it right when closing a new chief executive,” Carey says. “This is the critical fiduciary responsibility of the board, ensuring the steady flow of effective leadership in corporate America.”

“Whether by sudden tragedy, poor performance, merger, takeover or simple retirement, every CEO will leave his or her position. The corporate boards that take on a systematic predictable and transparent process in choosing the next leaders of the organization build stronger cultures, clarify the company’s strategy and deliver value to all stakeholders, including employees,” Carey said.

Carey has two children, and currently lives in Scottsdale, Arizona.

Dennis Carey feels comfortable recruiting for any industry or market sector, with an emphasis on senior executives, such as CEOs and board directors. He has an international focus and has recruited for such highly successful companies as Tyco; 3M; Northrop; Grumman; GlaxoSmithKline and Sprint.

When asked to share a piece of advice, Mr. Carey offered the following:

“Quickly understand the importance of competitive differentiation; know what you don’t know and build a great team; realize that the acquisition, motivation, training, and retention of talent on a global scale will separate the winners from the losers.”