How to Handle Multiple Job Offers as an Executive
By Annabel Norman, Managing Partner · Norman Consultants The short answerHandle multiple executive offers by weighing them thoughtfully against what genuinely matters to you — the opportunity, the role, the people, and fit, not just the package — being honest and respectful with all parties, and deciding with clear eyes rather than being driven by […]
What Does a Regional Director Do?
By Annabel Norman, Managing Partner · Norman Consultants The short answerA Regional Director leads a company’s business across a region — a group of markets, countries, or areas — owning its performance, operations, and team, and coordinating across the markets within it. It sits between country or local leadership and the group centre, blending running […]
CMO vs Chief Digital Officer: What’s the Difference?
By Annabel Norman, Managing Partner · Norman Consultants The short answerA CMO owns marketing and demand broadly — brand, positioning, and how the business grows through marketing; a Chief Digital Officer owns the digital dimension of the business — digital channels, experience, and often the digital transformation of the whole business. They overlap in digital […]
What Does a Head of Investor Relations Do?
By Annabel Norman, Managing Partner · Norman Consultants The short answerA Head of Investor Relations manages a business’s relationship and communication with its investors and the financial community — conveying the company’s strategy, performance, and story clearly and credibly, handling investor queries and expectations, and serving as a key link between the business and its […]
What Does a Chief Communications Officer Do?
By Annabel Norman, Managing Partner · Norman Consultants The short answerA Chief Communications Officer leads a business’s communications — its external and often internal messaging, media and public relations, reputation management, and increasingly its role in crises and public issues. The role protects and builds the organisation’s reputation and ensures it communicates clearly and consistently, […]
Leading a Customer-Centric Transformation
By Annabel Norman, Managing Partner · Norman Consultants The short answerLeading a customer-centric transformation means genuinely reorienting a business around its customers — its decisions, structure, culture, and measures — not just adopting the language. It takes leadership commitment from the top, deep customer understanding, changes to how the business works and what it rewards, […]
Purpose-Driven Leadership: What It Means
By Annabel Norman, Managing Partner · Norman Consultants The short answerPurpose-driven leadership means leading a business around a genuine purpose beyond profit — a clear sense of why the business exists and the difference it seeks to make — and aligning strategy, culture, and decisions with it. Done authentically, it can motivate people, guide decisions, […]
Influencing Without Authority: A Key Leadership Skill
By Annabel Norman, Managing Partner · Norman Consultants The short answerInfluencing without authority means getting things done through people you do not directly control — peers, other functions, partners, or a board — by building relationships and trust, understanding others’ interests, communicating persuasively, and creating genuine buy-in rather than relying on power. It is increasingly […]
What Is Talent Pipelining?
By Annabel Norman, Managing Partner · Norman Consultants The short answerTalent pipelining is the ongoing practice of identifying and building relationships with potential future leaders in advance of a specific need — so that when a role opens, a business already knows strong candidates and has begun engaging them. It shifts leadership hiring from reactive […]
Executive vs Non-Executive Roles: What’s the Difference?
By Annabel Norman, Managing Partner · Norman Consultants The short answerAn executive role involves running the business day to day as part of management, with operational responsibility and accountability; a non-executive role involves overseeing and advising the business from the board, without operational responsibility. In short, executives run the company; non-executives govern and counsel it. […]
