Shoma Chatterjee Hayden | ghSMART

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Shoma Chatterjee Hayden

Expert Partner
Los Angeles

Shoma is the firm’s expert in executive development and talent strategy. She works with public and private equity boards and CEOs to build the leadership capital needed to fuel their business goals. Shoma’s research areas include investment leadership, CEO transitions, and distilling the signal from the noise in leadership data.

She is a member of the firm’s Operating Committee, a member of Marshall Goldsmith’s 100 Coaches Initiative, and an Expert-in-Residence at Extraordinary Women on Boards (EWOB).

Career Highlights:

Goldman Sachs, Head of Pine Street Leadership Development Group

Federal Reserve Bank of Chicago, Head of Talent Management

Deloitte Consulting, Senior Manager, Strategy & Human Capital Practice

United Nations, Consultant, Humanitarian Affairs

Education:

Columbia Business School, MBA

Columbia School of International & Public Relations, MA

Northwestern University, BA in Economics & Math

Insights

Corporate, Private Equity, Public and Social

Beware the Transition from an Iconic CEO

Disney, Starbucks, P&G, Microsoft, GE, Ford, Twitter, Dell, Nike, and scores of other marquee companies in their prime have stumbled painfully in CEO transitions.

Corporate, Private Equity, Public and Social

Selecting a New Leader: Data Nuggets vs. Data Noise

A complaint we hear often from boards is that the volume of data received from HR comes without a clear sense of the few salient datapoints that should have the greatest impact on strategy-setting and policymaking.

Corporate, Private Equity, Public and Social

Why Finance Firms Need To Turbocharge The Careers Of Women & Women Of Color, and How They Can Do That

Greater talent diversity in finance is unambiguously good for business and for society.

Corporate, Private Equity, Public and Social

CEO Self Care during Prolonged Crises

Over the last ten years, ghSMART & Co., a leadership advisory firm, has conducted research on over 2,000 CEOs. The study, called CEO Genome, uncovered an aspect of the job that often goes unspoken.

Corporate, Private Equity, Public and Social

Hiring in the Time of Coronavirus-Part 2: Selling Candidates Virtually

In Part One of this series, we emphasized the importance of continuing to advance the ball on mission-critical hires and how to adapt the hiring process given remote conditions.

Corporate, Private Equity, Public and Social

Hiring in the Time of Coronavirus-Part 1: Hiring

This is part 1 of a three-part series. Part 1 focuses on how to adapt your interview process with finalist candidates.

Corporate, Private Equity, Public and Social

4 Behaviors That Help Leaders Manage a Crisis

Employees thrust into leadership during a crisis need to be coached in four behaviors to be most effective in their roles.

Corporate, Private Equity, Public and Social

When the Heir Apparent is the Wrong Choice for CEO

Maintaining the CEO pipeline is most boards’ top succession planning challenge. Yet even at the most respected companies with disciplined succession processes in place, well-suited candidates may be overshadowed by “safe” or “chosen” ones.

Corporate, Private Equity, Public and Social

Seemingly ‘Safe’ People Bets That Can Trip Up CEOs

Check out five of the most common safety traps executives fall into when selecting the people that make up their leadership team.