Howard Levitt

Canada’s highest-paid executives understand risk in every context but their own employment, writes Howard Levitt. Find out more.

Howard Levitt: Executives at the highest levels understand risk in every context but their own employment

Howard Levitt: Claims rooted in psychological harm are emerging not from shocking misconduct, but from the ordinary frictions of work

Howard Levitt: At the executive level, cause is not just a legal standard. It is a financial tool. And when the numbers are large enough, that tool sometimes gets used

The lesson from the JPMorgan saga is not that allegations should be ignored. It is that allegations alone are not findings of fact

Howard Levitt: Executive terminations may be less explosive than they once were — but they are certainly more nuanced and sophisticated

As legal, reputational, and HR risks grow, many employers are becoming increasingly reluctant to manage conflict directly By Howard Levitt and Dante Capannelli

Howard Levitt: Strong governance means having the judgment and courage to properly assess risk before reacting

Howard Levitt: What I see in my board advisory work is that the most influential voices are external investigators. Read more.

Here are some comments from clients based on their belief that because something is written in a contract, “it shall be done.” Read here now