succeeding in the c suite
DESCRIPTION
TRANSCRIPT
EgonZehnder
International
EgonZehnder
International
EgonZehnder
International
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011
Madinah, KSA
Succeeding in the C-Suite
January 27, 2011
08:30am – 12:30pm
Program for Advanced Leadership and Management
Dr. Mark ByfordJohan H. Brand
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 1
Introduction
Speakers for this morning
Consultant and Partner with Egon Zehnder International
Formerly Manager, The Boston Consulting Group, London;
Junior Fellow, New College, Oxford.
MBA, INSEAD.
MA, D.Phil., History, Oxford University, United Kingdom
Mark Byford
London Office
Consultant and Partner with Egon Zehnder International
Formerly several commercial management positions within Procter & Gamble, Rotterdam/Brussels and Pepsi-Cola International, Europe.
MA, Business Economics and
MA, Business Law/Common Law, Erasmus University Rotterdam, The Netherlands.
Johan H. Brand
Dubai Office
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 2
EZI: Size, Reach, Scope
� The world’s leading privately held retained executive search firm - founded in 1964
� 3 core practice areas:
� Executive and Senior-level Search
� Leadership Strategy Services, including Management Appraisals and Talent Management
� Non-Executive Director Board Appointments & Corporate Governance Advisory
� Sector practice groups focus on in-depth experience and coordinated efforts in Financial Services, Technology, Industrial, Consumer, Life Sciences, etc.
Consultants with Deep Industry Expertise
� 385+ Consultants with post-graduate degrees (MBA’s, PhD’s, LLM, etc.) from top academic institutions
� 10-15 years prior business experience in line management, finance or consulting prior to joining our firm
Highly Collaborative "Boutique" Structure
� Our firm is privately held (owned equally and entirely by partners)
� Operates as a single global entity, the firm has only one profit center
� There are no economic barriers between offices or consultants
Strong Track Record of Speed, Quality, Results and Business Impact
� 3-5 qualified and interested candidates presented within 35 - 45 days
� Long-term client relationships with significant percentage (80%+) of repeat business
About Egon Zehnder International
Who we are
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 3
Egon Zehnder International – strong global presence
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~ 385 Consultants are located in all major markets in 37 countries worldwide.
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The Americas
1 Atlanta 11 Miami2 Bogotá 12 Montréal3 Boston 13 New York4 Buenos Aires 14 Palo Alto5 Calgary 15 Rio de Janeiro 6 Chicago 16 San Francisco7 Dallas 17 Santiago8 Houston 18 São Paulo9 Los Angeles 19 Toronto10 Mexico City
Europe, Middle East, Africa
20 Amsterdam 36 London 21 Athens 37 Luxembourg22 Barcelona 38 Lyon23 Berlin 39 Madrid 24 Brussels 40 Milan25 Budapest 41 Moscow26 Copenhagen 42 Munich27 Dubai 43 Paris28 Dusseldorf 44 Prague29 Frankfurt 45 Rome30 Geneva 46 Stuttgart31 Hamburg 47 Tel Aviv32 Helsinki 48 Vienna33 Istanbul 49 Warsaw 34 Jeddah 50 Zurich35 Lisbon
Asia Pacific
51 Beijing 57 New Delhi 52 Hong Kong 58 Seoul53 Jakarta 59 Shanghai54 Kuala Lumpur 60 Singapore55 Melbourne 61 Sydney56 Mumbai 62 Tokyo
63 Bangalore
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 4
Service portfolio of Egon Zehnder International: Broadening out of core Executive Search practice
Developing &retaining yourbest people
Management Appraisal
Turning the boardinto a strategicasset
Executive Search
Benchmarking top people against"best-in-class"
Attracting leaders;anticipating tomorrow‘s needs
Talent ManagementBoard Consulting
EgonZehnder
International
EgonZehnder
International
EgonZehnder
International
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 5
Service, Sector and Functional Practices of EZI
Sector Practices Functional PracticesService Practices
• Executive Search
• Board Consulting
• Leadership Strategy Services, including Management Appraisal
• CEO Succession
• Family Companies
• Consumer
• Financial Services
• Industry
• Life Sciences
• Private Capital
• Services
• Technology & Communications
• Governmental and Non-Profit
• Sports
• Sustainability
• Marketing Officers
• Financial Officers
• Human Resources
• Legal Officers
• CIO and IT/Business Processes
Shared knowledge and global co-operation in service, sector and functional practices
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Program for Advanced Leadership and Management
Succeeding in the C-Suite
Dr. Mark ByfordJohan H. Brand
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 7
Succeeding in the C-Suite
•Objective of this module is to increase awareness of what it takes to succeed in the C-Suite
• What it takes to get to this aspirational level
• What it takes to be successful in the C-Suite
• Focus is on successful behaviours, building both your self awareness and your awareness of those around you
• ‘You and yourself’
• ‘You and others’
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 8
Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 9
Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 10
49 of you responded to our PALM 2 Survey
Dear PALM participant,
We are looking forward to meeting you in January as part of the PALM 2 program for our module 'Succeeding to the C-Suite'.
As partners in Egon Zehnder International, we often deal with executives considering the challenge of moving into the C-suite, or reflecting on their progress in a C-level role.
This will be the subject of our work with you during the program.
As part of our preparation, and to make sure that we focus on the topics that are of most interest to you, we have compiled a very brief questionnaire which would like you to complete as soon as possible.
Your responses will be treated in complete confidence, and will only be shared in anonymous, aggregated form. The questionnaire should not take more than ten minutes at the most to complete.
We would be grateful if you could complete the following questionnaire no later than 7th January.
Once you have completed it, you can print it or save it on your desktop. If you bring a copy of your completed questionnaire to the program, then you can compare your views with the aggregated views of all participants in the program.
We are looking forward to your participation and to meeting you in MILE next month.
With best regards,
Johan Brand (Dubai) and Mark Byford (London)
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 11
Survey respondents widely spread across industries…
Q. Which industry sector are you in currently?
Education
Consumer goods
Financial Sector
Construction
Retail/Wholesale
IT/Telecom
Business Services Sector
All Other Responses
Energy/Power Generation
Public sector/
Government
Manufacturing/
Processing
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 12
… and almost half already in the C-Suite…
Q. How long have you been in the C-Suite already?
More than 5 years
Between 3 and 5 years
Will be appointed within a
year
Should get there in the
next 1 to 2 years
Should get there in the
next 3 to 5 years
Not sure if I will get there
For 2 years or less
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…some feel well-equipped for the business challenges in the C-Suite, but most feel there is more to learn
Q. To what extent do you think you already have all the skills to deal with the C-Suite’s important business challenges?
0% 10% 20% 30% 40% 50% 60%
Better than needed
At the right level
Some room for improvement
Major room for improvement
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… nevertheless, a high 85% feels confident to very confident that they will be successful in the C-Suite!
Q. To what extent do you feel confident that you will be successful in the C-suite?
0% 10% 20% 30% 40% 50% 60% 70%
Very confident
Confident
Less confident
Not confident
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You see almost all the core management skillsas very important
Q. How important do you think are each of these skills for you in the C-suite in
your specific business/organization?
0
20
40
60
80
100
120
140
160
Very important Important Neither important nor
unimportant
Unimportant Very unimportant
Leading people Leading strategy Managing change
Delivering financial results Delivering operational results Managing external stake holders
Managing peers
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 16
But People, Strategy and Change were ranked by you overall as the most critical skills to master…
Q. When thinking of the most important challenges of being in the C-Suite in your specific business/organization, which of the following skills do you think are
most critical for your success? Please rank (1 = most important)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Leading people
Leading strategy
Managing change
Delivering financial results
Delivering operational results
Managing external stake
holders
Managing peers
1
2
3
4
5
6
7
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 17
… these are also the areas where you expect to experience difficulty over the next two years
Q. How would you rate the level of difficulty that you expect to experience with these skills in your specific business/organization over the next two years?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Managing change
Leading people
Leading strategy
Delivering financial results
Managing external stake
holders
Delivering operational results
Managing peers
A lot of difficulty Some difficulty Neutral No difficulty Don't know
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Delivery is the top priority for more experienced executives, while potentials are more focused on managing others
0% 20% 40% 60% 80% 100%
Delivering financial results
Delivering operational results
Leading strategy
Managing peers
Managing external stake
holders
Leading people
Managing change
1
2
3
Expect to be in C-Suite
within 5 years –top 3 ranking
In C-Suite already 3 years and over –
top 3 ranking
0% 20% 40% 60% 80% 100%
Delivering financial results
Delivering operational results
Leading strategy
Managing peers
Managing external stake
holders
Leading people
Managing change
1
2
3
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 19
Your most important business challenges in the C-suite over the coming 1 to 2 years
…process and operational improvement, making most of peers think and work
in unity, changing the culture of the organization, managing change, creating
profits, how to orchestrate application of available innovations in line with
business needs, develop clear and powerful personal and business goals,
delivering major projects, keep the growth rate, cost control, attracting top 10%
talent, leading strategy, deliver financial results, managing change, managing
priorities, deliver operational and financial targets, delivering results, building
image as indispensable leader for my organization by proposing profitable
products and services, upgrading leadership and operational skills to keep up
with the growth of our company, managing change, leading people, managing
change, get growth in sustained market, building new company structure,
managing change, geographical expansion, deliver growth targets, leading
changes, get financial results, attracting top talent…
Focus on
leading
people,managing change,delivering results
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 20
Most important business challenges in the C-suite over the coming 3 to 5 years
…provide people and organizational leadership, modify a model strategy to be used widely,
set up the business leadership team for the organization, leading strategy, reaching 5 years
goals on turnover and bottom line, competition, recruiting sustainable talent, liaise between
‘old school’ and ‘new school’ of C-Suite level across companies, to ensure the strategic
planning process moves into operating plans with clearly defined responsibilities, to
measure planned goals with the achievements, succeeding to meet the strategy, have the
talent pool and pipe line full of leaders, define investment opportunities, competitive
strategy for sustainable growth, leading strategy, leading people, to implement 5 year
strategy, manage growth and strategy, manage the public in case of IPO, manage change,
growing foreign offices, transformation to next level business model, managing people,
expansion in different categories/geographies, achieving the strategy goals, leading
strategy, building strong client relations, maintaining loyal customers, increase profitability,
deliver on financial and operational projections, respond to market change, Saudization,
international expansion, achieving targets while facing increasing competition and limited
resources, change the mindset of my leadership, financial, talent management…
Focus on
people leadership,leading
strategy,delivering sustainable growth
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 21
Survey summary
The 49 respondents are widely spread among industries
• And almost half of you are already in the C-Suite
You are confident of success
• But most of you feel there is still much to learn
While you believe all the core management skills are important, you are particularly focused on three of them:
• Managing Change, Leading People, and Leading Strategy
These are where you see most difficulty for you going forwards, though as leaders gain more experience there is a shift of emphasis
• Those already in the C-Suite are more focused on delivering financial/operational results, and less on managing key internal and external stakeholders
In the shorter-term, your predominant focus is on delivery and managing change, but
longer-term you are more concerned about creating or maintaining a sustainable strategy
• And the major potential barriers to success are largely people-related
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 22
Any changes of view as a result of your work during the past two weeks?
Have your priorities changed as you have progressed through the PALM 2 programme?
• If so, how have they altered, and why?
Has the program increased your sense of the importance of certain topics?
• If so, which ones, and why?
“What are your experiences on this matter that you would like to share with your fellow participants in
this PALM session?”
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 23
Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 24
EZI perspective on C-Suite
It’s the biggest leap!
Major discontinuities from previous levels
• Strategy
• People Leadership
• External stakeholders/owners
• “Decision maker of last resort”
• Absolute necessity to deliver results (operational and financial)
• …
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 25
What we look for in a C-Suite Executive
Like an iceberg, what lies under the water has much greater depth than that which you see above the surface.
Critical Skills and Experiences
Competencies and Identity
Potential
Performance to date
Readiness for the role
Potential for the future
Critical Skills and Experiences
Competencies and Identity
Potential
Performance to date
Readiness for the role
Potential for the future
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 26
What we look for in a C-Suite Executive: key elements
PotentialPerformanceTo Date
ReadinessFor Role
FutureTrajectory
ValueCreation
Market Perception
Critical Skills and Experience
Identity
Competencies
Cultural FitDevelopment Orientation
Resolve
Intellectual Fluency
Drive
Emotional Fluency
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 27
How do we assess readiness for the C-Suite?Step One: Performance to date
PerformanceTo Date
ValueCreation
Market Perception
Understanding your performance to date, what value you have added to the organisation(s) you have worked in, is a critical first step
Points of consideration:
• What business impact have you made so far? What value have you added?
• How are you perceived in the wider market?
• What possibilities could this open up?
- Are there limitations due to the past?
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 28
Self awareness starts with understanding how others see you through what you have done
Knowing where you stand already
• What do those around you rely on you to deliver ?
– based on past experience and delivery
• What do others see as your “Personal Brand”?
Understanding “the other side of the coin”
• Everyone has weaknesses that are the consequence of their strengths
– Eg, someone who is very driven to deliver as fast as possible, may not be very effective in consulting others’ opinions first
• You will be stronger for understanding your “other side” and its impact on how you are perceived
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 29
Value creation “gets you in the game”
ILLUSTRATIVE
0
10
20
30
40
50
2007 2008 2009 2010
6.76.76.66.45.7
1.92.02.11.71.4
Revenues, currency £B
Market cap, currency £B
Operating profit, currency £B
2006 2007 2008 2009 2010
2006 2007 2008 2009 2010
Share price, currency £
Financial Data Source: Capital IQ
CEOPaul Scott
CFODick Smith
PresidentInternational
Susan Arrowsmith
PresidentNorth America
June Striver
President Europe
Francois Lebon
President AsianMarkets
James Kent
PresidentGlobal Marketing , Sales
& InnovationBill Bridges
DirectorGlobal IT
Jim James
General CounselFred Townsend
HR DirectorTerry Beam
Executive Directors
Name: Francois Lebon
Nationality: French
Location: UK
Education: Ecole Polytechnique
Languages: French, English
Career Summary:
1998 – present Plectrum Plc
2000 – 2004 President, Major Markets (UK, Germany & Spain)
1999 – 2000 Managing Director, Global Supply
1997 – 1999 Managing Director, Emerging Markets
1992 – 1997 Bluestream Plc
1997 – 1996 Marketing Director Worldwide
1992 – 1994 Managing Director France
1988 – 1991 Groupe Affaires, Paris
Founding Partner
Comments:
• After an early career in fmcg and consulting, Lebon enjoyed a very fast trajectory at Bluestream, making the executive board in five years. He was given increasingly complex markets to run, being credited with the ability to focus on and constantly improve revenue, efficiency and profitability
• He was seen as the number two to CEO John Andrews but left when he realised Andrews was not likely to step down in the near to medium future.
• In his last role at Plectrum Lebon was responsible for £3.5B sales, £800m profits and 20,000 staff. During the two years of his tenure there he was able to impact the business significantly, and the share price moved from £6.50 to over £9.00.
0
10
20
30
40
50
2007 2008 2009 2010
6.76.76.66.45.7
1.92.02.11.71.4
Revenues, currency £B
Market cap, currency £B
Operating profit, currency £B
2006 2007 2008 2009 2010
2006 2007 2008 2009 2010
Share price, currency £
Financial Data Source: Capital IQ
CEOPaul Scott
CFODick Smith
PresidentInternational
Susan Arrowsmith
PresidentNorth America
June Striver
President Europe
Francois Lebon
President AsianMarkets
James Kent
PresidentGlobal Marketing , Sales
& InnovationBill Bridges
DirectorGlobal IT
Jim James
General CounselFred Townsend
HR DirectorTerry Beam
Executive Directors
Name: Francois Lebon
Nationality: French
Location: UK
Education: Ecole Polytechnique
Languages: French, English
Career Summary:
1998 – present Plectrum Plc
2000 – 2004 President, Major Markets (UK, Germany & Spain)
1999 – 2000 Managing Director, Global Supply
1997 – 1999 Managing Director, Emerging Markets
1992 – 1997 Bluestream Plc
1997 – 1996 Marketing Director Worldwide
1992 – 1994 Managing Director France
1988 – 1991 Groupe Affaires, Paris
Founding Partner
Comments:
• After an early career in fmcg and consulting, Lebon enjoyed a very fast trajectory at Bluestream, making the executive board in five years. He was given increasingly complex markets to run, being credited with the ability to focus on and constantly improve revenue, efficiency and profitability
• He was seen as the number two to CEO John Andrews but left when he realised Andrews was not likely to step down in the near to medium future.
• In his last role at Plectrum Lebon was responsible for £3.5B sales, £800m profits and 20,000 staff. During the two years of his tenure there he was able to impact the business significantly, and the share price moved from £6.50 to over £9.00.
Company Overview: Plectrum Plc - (historical 2006 – 2010)
ValueCreation
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 30
Your “Personal Brand”
• Strengths are the Executive’s “Personal Brand,” their competitive edge that has helped them deliver the most value through their career
• Research shows executives should build on strengths rather than solely focus on weaknesses
• Many executives need help to articulate their “Personal Brand” and how it can be leveraged
Market Perception
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 31
How do we assess readiness for the C-Suite?Step Two: Readiness for Role
ReadinessFor Role
Critical Skills and Experience
Identity
Competencies
Cultural Fit
Understanding what is needed in the next role, and how far the skills you have developed equip you to meet those requirements, is the second step
• Analyse what the role requires for success, and create a role specification
• Establish which skills, experience, and leadership competencies are needed for an executive to succeed in the role
• Check whether the executive believes the role is aligned with who they are, whether it fits with their values and they are prepared to accept the costs it will impose on them
• Review cultural fit with the new organisation
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 32
We analyse the specific business challenges you will need to address to be successful?
Start with business goals
• What are the overall strategic priorities?
• What are targets in $, % growth?
• “How will the job holder contribute to achieving these goals?”
Focus on critical situations
• “Can you think of some specific situations that will be critical to success in meeting these priorities?”
Work backwards from examples of people already doing some or all of the role effectively
• “Do you have anyone who is performing this job effectively? Describe what it is that makes them effective.”
• “Is there a competitor who is particularly good at this?”
Critical Skills and Experience
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 33
Relevant experience is then identified and assessed against
�?�?Life Industry
�Regional General Management
Functional Route
Global
Business Context
Sector Experience
�Regional P&L
�?�?Financial Services
�Driving Performance improvement
�Executive Board Member
�Proven CEO
�Marketing/Sales
International Experience
�Leading a growth agenda
�Leading a substantial and sustained change programme
AcceptableNice to haveMust haveBoard Experience
Illustrative
�?
�Asset Management
Requested experience role profile for CEO position -Feedback from Board Member discussions
Critical Skills and Experience
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 34
Our world-leading EZI scaled competency model is used to refine role requirements
Egon Zehnder International Core Competencies
PeopleLeadership
ThoughtLeadership
BusinessLeadership
• Results Orientation• Commercial Orientation • Customer Impact
• Strategic Orientation• Market Knowledge
• Team Leadership •• Change Leadership • Building Organisational Capability
PeopleLeadership
ThoughtLeadership
BusinessLeadership
•••
••
••••
Collaboration & Influencing
Competencies
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 35
A unique Role Specification is built by us, based on this analysis
The Role
Future Challenges
Main Tasks & Responsibilities Behaviours/Values
Competency ProfileTechnical Skills Experience Required
Illustrative
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 36
“Identity” refers to how you see the new role fitting with your career aspirations and values
What makes the role interesting to you? Why do you want it?
What are the important implications for you personally of taking on this role?
• Have you appreciated the impact of the time commitments, the level of personal accountability, and the need to work through others
How would you describe the values of the organisation, and how far does it fit
with your personal values?
Identity is not about skills, but about your aspirations and values:
self awareness here is key
Identity
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Identity: what good looks like
Excited and energised by the possibilities of taking on the role
Understands the specific role requirements in terms of personal demands and
how life will change
Recognizes the job is to grow shareholder value, and this will require different work focus
Articulates how leading people at the next level is different from his current role
Explicitly lives the values of the organization: knows that his actions will be held to a higher standard than others
Prepares for role by seeking understanding from superiors and others who have held similar roles
Identity
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Diagnosing Cultural Fit: EZI’s model of organisational culture
• Leadership style
• Communication climate
• Decision-making and values
Organizational Leadership
• Motivation to deliver• Pro-activity• Process orientation• Attitude to risk
Performance Drive
• Feedback
• Development support
• Innovation
Learning and Renewal
Culture Diagnostic dimensions
• Vision & goals • Roles & responsibilities • Performance targets
Clarity
• Leadership style
• Communication climate
• Decision-making and values
Organizational Leadership
• Motivation to deliver
• Pro-activity
• Process orientation
• Attitude to risk
Performance Drive
• Motivation to deliver
• Pro-activity
• Process orientation
• Attitude to risk
Performance Drive
• Feedback
• Development support
• Innovation
Learning and Renewal
Culture Diagnostic dimensions
• Vision & goals
• Roles & responsibilities
• Performance targets
Clarity
• Vision & goals
• Roles & responsibilities
• Performance targets
Clarity of Direction
Cultural Fit
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We also assess for risks of derailment: Overview
Derailment occurs when a manager on the road to success is fired, demoted or
given a job below his actual level of achievements
• The most frequent cause for derailment is insensitivity to others
CEOs are very vulnerable to derailment because of the pressure at the top of the
pyramid
• The insulation from honest feedback further increases the risk for derailment by preventing CEOs to be aware of the traits that are hurting them and their organizations
Dotlich and Cairo list ten characteristics (derailers) associated with CEO failure
• Arrogance, melodrama, excessive caution, habitual distrust, aloofness, mischievousness, eccentricity, passive resistance, perfectionism and eagerness to please
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Self-awareness is your key defence
The average person has two or three potential derailers, these derailers are the flip side of very useful strengths
It’s only when people are unaware of the trait, deny its existence or fail to see its downside that issues arise
• E.g., Arrogance is the flip side of self-confidence, crossing the line from self confidence to arrogance would be for instance going from « fighting for what you believe in » to « being unwilling to give up a fight no matter what »
The key to avoiding derailment is self-awareness – assessing the candidate’s self-awareness and openness to feedback is thus critical
• Shipper and Dillard (2000) found that managers who were about to derail were more likely to recover if they estimated their skills accurately and derailed managers can recover if they are able to honestly evaluate their performance and learn from experience (Kovach 1989)
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How do we assess readiness for the C-Suite?Step Three: Future Potential
Potential
Development Orientation
Resolve
Drive
Intellectual Fluency (IQ)
Understanding your future potential, so that you can grow with the role, and also manage new circumstances as they occur, is the third step:
• Are you energized by empowering others to create a positive impact? Can you inspire commitment, develop champions, and build a self-renewing culture?
• Can you make sense of complex information, discovering new insights that transform past views or set new directions?
• Do you have the courage to persist to achieve goals of substantial scope and difficulty despite challenges?
• Do you remain open to new experiences, ideas, knowledge, and people? Can you identify the new key success factor?
• Do you understand what motivates you to succeed?
Emotional Fluency (EQ)
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Emotional Fluency: what good looks like
Describes success in terms of impact driven by others
• Does not require ego-boosting
Feels proud of the accomplishments of others and gives them the credit
• Excited knowing that he has had on impact on them
Feels satisfaction from empowering and encouraging others to take the lead
• Gets excited by the possibilities of channelling power into his team
• Enjoys influencing people to create change independently
Knows how to use power based on situation
• Sometimes overtly through formal authority and other times discreetly through influence
Sets up successors for even greater success than he had
Emotional Fluency (EQ)
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C-Suite leaders are typically motivated to work through and empower others
Source: HBR, The High Performance Organisation, July-August 2005; EZI
Links to Personal Humility, a core value in Jim Collins’ “Level Five Leadership”
Demonstrates a compelling modesty
• Shuns public adulation, never boastful, but showcases the team’s achievements
Acts with quiet, calm determination
• Motivates others through inspired standards, not principally through charisma
Channels ambition into the company, not the self
• Sets up successors for even more greatness in the next generation
Looks into the mirror, not out of the window, to apportion responsibility for poor results
• Never blames other people, external factors or bad luck
Emotional Fluency (EQ)
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Intellectual fluency enables C-suite executives to handle complexity effectively
CEOs are dealing with so much complexity, they have to make decisions with relatively small amounts of information
• So they need to be intellectually very agile
We are looking for two inherent skills
• Flexibility: taking the initiative to shift thinking to gather information at all levels
• Pattern recognition: making sense of highly complex information
In addition to education track record, we focus on the range of someone’s thinking and discussion:
• Do they proactively shift their thinking – from technical or operational details to strategy, function to line, and back again – thinking both broadly and deeply?
• Can they make sense of complex information, discovering new insights that set new directions?
Intellectual Fluency (IQ)
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Resolve is a key differentiator of outstanding CEOs
• Demonstrates unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult
• Is able to take a counter view and hold his line
• Sets the standard for building an enduring great company; will settle for nothing less
Source: HBR, The High Performance Organisation, July-August 2005; EZI
Jim Collins describes resolve, which he calls “Professional Will” as a key
capability in great CEOs
Resolve
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 46
Development Orientation reflects a continuing desire to learn and develop, “learning agility”
“Analytically agile” managers learn
from study
• Seek out the new, different, and better
• See patterns in diverse data
• Look for and test out alternatives
• Experiment and analyze to learn
“People agile” managers learn from
openness to the views of others
• Connect/network beyond normal boundaries
• Seek guidance from others
• Search out people with different ideas on key topics of interest
• Open to feedback: reflect on key messages and incorporate findings into their development plans
Development Orientation
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Q. “Your true motivation for being successful in C-Suite?”
Self achievement (“Fulfilling your potential”) is the key motivational driver for
over 2/3rds of respondents
Other motivational drivers that you mentioned are in the areas of:
• Power motive
• Financial gain / personal financial stability
• Leading other to achieve goals
• Desire to help others
• Being a leading Muslim in my field
• Family tradition
• Status
What motivates the candidate to succeed?Drive
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Self awareness is important!
“What are your experiences on this matter that you would like to share with your fellow participants in
this PALM session?”
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Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
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EgonZehnder
International
EgonZehnder
International
EgonZehnder
International
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What research shows about career success
You need to:
• Build good relationships
• Deliver hard results
• Leave a strong legacy
Once you become a manager, you deliver through others
Great People Decisions are essential for:
• Selecting great people
• Assigning the right person to the right job
• Developing the right successors
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 52
Factors for career success
Good fortune
Genetics
Three controllable factors
• Development
• Career Decisions
• People Decisions
Most of these factors have different weights at different stages of our life
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Great People Decisions and Career Success
The ability to make great
people decisions is the most
powerful contributor to career
success
The farther along you get in
your career, the more
important they tend to
become
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“The choice of chief executives has as much impact in profitability
as the decision by a company as to whether it will remain in the
current industry or move to a new one”.
Joyce, Nohria and Roberson
Great People Decisions are one of the few sources ofcorporate performance
Five-year study: the largest content analysis ever undertaken, covering:
• 10 years of relevant data
• 160 companies
• 200 management practices that were thought to influence business success
Conclusion:
• Only a tiny fraction of these 200 practices make any measurable difference in corporate performance
• Directly or indirectly, most of these key practices refer to the right people, including talent and leadership
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 55
Great People Decisions can be the most important source ofcompany value
Year effect
Industryeffect
Companyeffect
Leadereffect
Companyvalue
In some markets, the leader effect accounts for up to 40% of the variance in
value
Source: “When Does Leadership Matter?”, Wasserman, Nohria and Anand, Harvard Business School working paper no. 01-063, April 2001
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 56
Jim Collins, “Good To Great”
“First Who… Then What. We expected that good-to-great leaders would
begin by setting a new vision and strategy. We found instead that they
first got the right people on the bus, the wrong people off the bus, and the
right people in the right seats – and then they figured out where to drive it.
The old adage “People are your most important asset” turns out to be
wrong. People are not your most important asset. The right people are.”
Jim Collins
Rigorous selection of 11 companies (out of almost 1,500), which achieved and
sustained greatness
• For at least 15 years
• Against comparable companies
The right leadership, and the right managers, were the two preconditions for success
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What you are looking for can be a moving target
Jobs at the top tend to have little stability as priorities and requirements rapidly shift as a result of:
• Macroeconomics
• Competitors
• Technological changes
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The most relevant competencies are the hardest to assess
Four core competencies for senior executives are:
• Strategic Orientation
• Results Orientation
• Team Leadership
• Collaboration and Influence
Each one of these (and many others) is very hard to measure!
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In summary
Great People Decisions are very difficult
• As Jack Welch put it, “Hiring great people is brutally hard”
However, the first step is straightforward
• Awareness, to stay away from the usual traps
If you want to master people decisions, Awareness is an essential first step, but only the first one: the other steps to master are:
• Knowing when change is needed
• What to look for
• Where to look, inside and out
• How to appraise people
• How to attract and motivate the best people
• How to integrate the best people
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We will focus on these elements as we work through the remainder of this session
• Knowing when change is needed
• What to look for
• Where to look, inside and out
• How to appraise people
• How to attract and motivate the best people
• How to integrate the best people
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 61
Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 62
External stakeholder management & the CEO role
A key difference: “The Buck Stops Here”
Shareholders/owners
Government
Regulators
Press
…
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Understanding and building relationships with key stakeholders is fundamental to success
Identify stakeholdersUnderstand attitudes and preferences
Identify stakeholdersUnderstand attitudes and preferences
Understand each stakeholder’s importance
Understand each stakeholder’s importance
Build relationshipsand communicate
Build relationshipsand communicate
Build awareness of informal networks
Build awareness of informal networks
Identify stakeholdersIdentify stakeholdersUnderstand attitudes and preferences
Understand each stakeholder’s importance
Understand each stakeholder’s importance
Build relationshipsand communicate
Build relationshipsand communicate
Build awareness of informal networks
Build awareness of informal networks
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Interdependencies define the stakeholder landscape and how to prioritise your time in communicating with them
“Manage Closely”
“Monitor only”“Keep Fully
Informed”
“Keep Satisfied”
You depend on Stakeholder
Sta
keh
old
er
dep
en
ds o
n y
ou
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Understanding informal networks can be critical in many contexts
Sometimes called the “shadow organization” or “the company
behind the organization chart”
• Every organization has such networks as people tend to defer to others’ opinions when it comes to important issues and decisions
• When people do this, the result is a set of channels of communication and influence that operate in parallel with the formal ones
• These networks are important in supporting or blocking change
Gareth Brown
Group
Controller
Maria
Sanchez
Internal
Auditor
InfluencesInnovation
projects
KM = key
driver
Influences
Strongly
aligned
Ex-school
friends
Mahmoud
CFO
Abdullah
GM
Ibrahim
Ex - HR
Sam
Plant
Manager
Kelly
CMO
Senior
finance
managemen
t
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“Collaboration & Influencing” is a competency we test in almost all executive candidates
Egon Zehnder International Core Competencies
PeopleLeadership
ThoughtLeadership
BusinessLeadership
• Results Orientation• Commercial Orientation • Customer Impact
• Strategic Orientation• Market Knowledge
• Team Leadership
Collaboration & Influencing
• Change Leadership • Building Organisational Capability
PeopleLeadership
ThoughtLeadership
BusinessLeadership
•••
••
•
•
••
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Motivates others to work with self
EZI Collaboration & Influencing competency
People demonstrating this competency are effective in working with peers, partners, and others who are not in the line of their command, to positively impact business performance.
Will respond if asked
Supports Colleagues
Actively engages with colleagues
Facilitates collaboration
amongst others
Establishes a collaborative
culture
Forges transformational
partnerships
1
2
3
4
5
6
7
Red Flag Behaviours:
• Actively resists collaborating
• Inhibits collaboration by others
• Lacks the credibility to influence others
Low levels:
they participate as required but are generally responsive rather than active
Moderate levels:
they actively engage in influencing others and working as a team
High levels:
they have the ability to get others to support initiatives and build enduring partnerships across organisations and geographies
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Collaboration & Influencing in the C-Suite
“What are your experiences on this matter that you would like to share with your fellow participants in
this PALM session?”
The two elements of collaboration and influencing are joined together in one
scale
This skill is essential for success in the C-suite
• Not all situations require a directive leadership style
• In some situations a directive leadership style might even be counter-productive
– Some key stakeholders would not accept a directive style
• People at the top level tend to be more motivated when they get influenced versus when they are directed
– “self-discovered logic” is a powerful influencing tool
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 69
Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 70
Given you have to deliver through others, the quality of your team is key to your success
Three core questions you must answer
• Do I have the right people in the team?
• How effectively does the team perform as a group?
– Does the team together deliver more than the sum of the parts?
• How will I lead them: what leadership style will I adopt?
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Essential to address the quality of the members of your team as rapidly as possible
Remember Jim Collins’ key message in “Good to Great”
“First Who… Then What.
Good-to-great leaders … first
got the right people on the bus,
the wrong people off the bus,
and the right people in the
right seats – and then they
figured out where to drive it…
People are not your most
important asset. The right
people are.”
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 72
The best approach is to define the requirements of each role systematically and assess your reports accordingly
Egon Zehnder International Core Competencies
PeopleLeadership
ThoughtLeadership
BusinessLeadership
• Results Orientation• Commercial Orientation • Customer Impact
• Strategic Orientation• Market Knowledge
• Team Leadership •• Change Leadership • Building Organisational Capability
PeopleLeadership
ThoughtLeadership
BusinessLeadership
•••
••
••••
Collaboration & Influencing
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Scaled competencies are a great tool for understanding the “bench strength” of your team
Logic of the Competency
Scales
Basic management competence
Increasing stretch –building towards
world class competence
Transformational, step change,
visionary competence
Reactive Active Proactive
• understand
• try
• interact
• willing
• make nomistakes
• respond
• apply
• meet
• collaborate
• doing
• take on ownership
• be involved
• improve
• exceed
• inspire
• delegating
• take risks
• pro active
1
2
3
4
5
6
7
Basic management competence
Increasing stretch –building towards
world class competence
Transformational, step change,
visionary competence
Reactive Active Proactive
• understand
• try
• interact
• willing
• make nomistakes
• respond
• apply
• meet
• collaborate
• doing
• take on ownership
• be involved
• improve
• exceed
• inspire
• delegating
• take risks
• pro active
1
2
3
4
5
6
7
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 74
There are six key dimensions to effective team effectiveness:EZI proprietary model
Degree to which the team consistently optimizes resources and time to achieve results, by ensuring clarity in tasks, decision-making rules and
disciplined management process
Degree of to which everyone understands
and the larger purpose and focuses their actions in line with that objective, consistently reinforcing it
Degree to which the team is exposed to and adopts new
thinking from the broader organization and outside world
Degree to which the team
comprises a diversity of skills and styles and effectively leverages these
Degree to which the team is
energized by working together and is proactive, productive and sustains momentum at a high-level by reinforcing each other
Degree to which the team holds
itself together and remains effective under stress, and constructively raises and resolves issues
Low HighModerate
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Three levels of performance are described for each dimension
Competency Level Description
Balance High The team understands the importance of diversity and actively incorporates it
• Diverse group (experience, knowledge and functional skills)
• Members assume different “team roles” (e.g. mover, opponent, follower, coordinator, evaluator, investigator…)
• Skills, strengths and "team roles" are recognized and leveraged
Moderate The team understands the value of diversity but is not always capable of using it
• Diverse group, willing to make the most of its diversity
• Most members recognize skills, strengths and team roles, and leverage them
• Or, team not fully diverse: a sizable part of the team brings very similar strengths, skills, "team roles“
Low Team rejects or lack appreciation of different or new approaches, perspectives and contributions from other members
• Similar team, narrow range of experiences and perspectives; homogeneous skills, strengths, "team roles"
• Or, the expression of the team’s diversity is hindered by some overpowering individuals and/or self-censors
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 76
Case Study: A large multi-cultural team of mostly high achievers, dissipating precious energy in their interactions
Client€3B Regional telecom operatorTeam = CEO plus 13 members of the Executive team
Context (October 2008)• A newly-formed (within previous year) multinational leadership team striving to establish a common norm for collaboration. The team was facing substantial pressure to perform in a highly competitive environment, where new business models and a new management culture were needed
Key issues identified
• Key issues revolved around:
• Incomplete alignment of functional strategies, which led to friction and inefficiencies
• While certain personalities were overpowering, others’contribution was limited
• Under high pressure and uncertainty, team’s resilience was fragile (blame tendency, cultural stereotyping, difficulties in managing conflict)
Key recommendations
• Reach consensus regarding objectives’ feasibility and implied actions to achieve them (strategy workshops)
• Accelerate the alignment of the organizational structure, capabilities and processes with the executive team’s objectives and plans
• Ensure appropriate prioritization of focus areas
• Strengthen meeting decision-making efficiency
• Build cohesion to help dissipate tensions (minimize CEO arbitrator role, facilitate airing of dissenting views)
Changes made to improve impact of the team
• Individual feedback – based on references – impacted and changed some team members’behaviors
• More balance has been achieved in airing of views –overpowering individuals toned down attitude, others speak up more
• Culture of openness and feedback fostered during the team discussions contributed to the CEO and HR requesting a follow-on Management Appraisal of the top team one year later
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Actively involves team
EZI team leadership competency: how much empowerment
does your team need to function effectively?
People demonstrating this competency can focus, align, and build effective groups
Uses directive approach
Explains what to do and why
Allows input from team
Empowers teams to perform
Motivates high-performance
teams
Builds and sustains a high-
performance team culture
1
2
3
4
5
6
7
Red Flag Behaviours:
•Provides no direction•Avoids leadership responsibility
Low levels:
they set goals for the team
Moderate levels:
they involve the team in goal setting
High levels:
they build teams that can define many of their own goals
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Agenda
You & Yourself
• The Critical Challenges: your perspectives
• Drivers of C-Suite Success
• The role of Great People Decisions
You & Others
• Influencing others
• The Keys to Building Effective Teams
• How to Prepare for Your New Role
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 79
Effective preparation means you will be able to deliver more impact more quickly
• A sure-footed start will seal your reputation
• With effective preparation you can hit the ground running and reach full effectiveness
months ahead of expectations
There is typically a lot to learn, and you need to prioritize for impact
• Be sure to access others’ experience to help you focus your efforts
The faster you build confidence and trust with key stakeholders, the better your
prospects
• Focusing on your integration involves understanding those stakeholders early…
….and investing time in building effective relationships with them right from the start
Why invest time in preparing your integration?
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Seven keys to effective integration into a new role
1. Start early
2. Deploy as many internal resources as possible to help
3. Take a systematic approach to the “soft side”
4. Create rapid feedback loops
5. Sequence integration activities carefully through the first 90 days
6. Focus on building openness and trust
7. Access to confidential insight and tailored support in the first 90 days
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You need to own your integration, but bring in others as appropriate
EZI Consultant (where relevant)
• Acts as trusted advisor and confidant• Tailors EZI framework and tools• Facilitator and sounding board
EZI Consultant (where relevant)
• Acts as trusted advisor and confidant• Tailors EZI framework and tools• Facilitator and sounding board
HR Professional
• Brings organisational perspective • Supports hiring manager and
executive, channelling organisationalresources
HR Professional
• Brings organisational perspective • Supports hiring manager and
executive, channelling organisationalresources
Hiring Manager
• Signs off integration process• Champions integration internally• Provides executive with information,
introductions and feedback
Hiring Manager
• Signs off integration process• Champions integration internally• Provides executive with information,
introductions and feedback
Buddy
• Typically a peer• Supports executive with
advice on how things work in the new organisation
Buddy
• Typically a peer• Supports executive with
advice on how things work in the new organisation
New Executive
• Owns his/her integration• Leverages EZI and internal
support
New Executive
• Owns his/her integration• Leverages EZI and internal
support
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Think through the challenges of your specific context
Each integration context presents different challenges
Operating at a more senior level than in
their previous company…
In an international assignment for the first
time…
Moving from a line to a matrix management
role…
Moving to a company with a
radically different culture…
Moving to a company in a state of flux…
Coming in to manage a rapid turnaround…
Extended transition: starting long before
the predecessor leaves
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Five critical Integration Pillars you need to address:Where should you be after your first 100 days?
Build strategic Intent
Engage with the culture
Align with stakeholders
Take charge of the team
Assume operational leadership
Five Integration Pillars – “the what”Five Integration Pillars – “the what”
Is credible in the operational driving seat:
Has an understanding of the priorities of the role, has started taking key decisions and has gained momentum with early wins
Has personally connected with the team and is starting to shape it:
Executive and team members are aligned behind priorities; the executive is aware of their capabilities and gaps and has begun to take action towards building up a winning team
Is woven into the fabric of the organisation:
• Has succeeded in launching long-term working relationships with peers, has agreed with them how to work together to ensure delivery, and is tapping into informal networks
• Has deeply engaged with hiring manager enabling early alignment on the core agenda
Is already working constructively through an understanding of the culture:
Is using a deep understanding of the culture to make a positive first impression and to get things done more effectively
Has built the foundations for addressing longer term strategy going forward:
may be more or less progressed in the thinking, depending on the context
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011 84 84
EZI Accelerated Integration:One way to get to full impact faster…
90 Days30 DaysBefore Start
PHASE I PHASE II PHASE III
Invest for Success
Maximise Initial Impact
DemonstrateAbility toDeliver
Phases – “the when”Phases – “the when”
Buildstrategic intent
Engage with the culture
Align with stakeholders
Take charge of the team
Assume operational leadership
Pillars – “the what”Pillars – “the what”
EgonZehnder
International
EgonZehnder
International
EgonZehnder
International
This presentation is confidential and specifically for use in the MILE PALM 2 program; it is not to be shared with any 3rd party without prior written consent of Egon Zehnder International © 2011
Madinah, KSA
January 27, 2011
Good luck succeeding in the C-Suite!
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