• 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 subtle advantages of being No. 2 – Fortune

The subtle advantages of being No. 2 – Fortune

Anne Fisher, of Dear Annie, answers a question about the value of second-in-commands from a concerned bystander. In her response, she enlists Richard Hytner, Deputy Chairman of Saatchi & Saatchi, and his views mentioned in the new book entitled Consiglieri: Leading from the Shadows. Hytner notes, “The problem is that being No. 2 looks like failure to many people…You don’t have the status and overt power, or the stratospherically high pay, of the top job. But you also don’t have the miserable, nonstop pressures that come with it.” 

Read the full article on Fortune.com

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