succeeding in the c suite

86
Egon Zehnder International Egon Zehnder International Egon Zehnder 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 Byford Johan H. Brand

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Page 1: Succeeding in the c suite

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

Page 2: Succeeding in the c suite

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

Page 3: Succeeding in the c suite

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

Page 4: Succeeding in the c suite

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

Page 5: Succeeding in the c suite

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

Page 6: Succeeding in the c suite

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

Page 7: Succeeding in the c suite

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 6

Program for Advanced Leadership and Management

Succeeding in the C-Suite

Dr. Mark ByfordJohan H. Brand

Page 8: Succeeding in the c suite

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’

Page 9: Succeeding in the c suite

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

Page 10: Succeeding in the c suite

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

Page 11: Succeeding in the c suite

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)

Page 12: Succeeding in the c suite

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

Page 13: Succeeding in the c suite

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

Page 14: Succeeding in the c suite

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 13

…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

Page 15: Succeeding in the c suite

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 14

… 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

Page 16: Succeeding in the c suite

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 15

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

Page 17: Succeeding in the c suite

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

Page 18: Succeeding in the c suite

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

Page 19: Succeeding in the c suite

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 18

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

Page 20: Succeeding in the c suite

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

Page 21: Succeeding in the c suite

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

Page 22: Succeeding in the c suite

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

Page 23: Succeeding in the c suite

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?”

Page 24: Succeeding in the c suite

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

Page 25: Succeeding in the c suite

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)

• …

Page 26: Succeeding in the c suite

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

Page 27: Succeeding in the c suite

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

Page 28: Succeeding in the c suite

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?

Page 29: Succeeding in the c suite

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

Page 30: Succeeding in the c suite

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

Page 31: Succeeding in the c suite

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

Page 32: Succeeding in the c suite

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

Page 33: Succeeding in the c suite

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

Page 34: Succeeding in the c suite

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

Page 35: Succeeding in the c suite

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

Page 36: Succeeding in the c suite

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

Page 37: Succeeding in the c suite

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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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 38

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)

Page 46: Succeeding in the c suite

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 45

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

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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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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 47

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?”

Page 50: Succeeding in the c suite

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 49

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

Page 51: Succeeding in the c suite

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 50

EgonZehnder

International

EgonZehnder

International

EgonZehnder

International

Page 52: Succeeding in the c suite

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 51

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

Page 53: Succeeding in the c suite

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

Page 54: Succeeding in the c suite

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 53

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

Page 55: Succeeding in the c suite

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 54

“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

Page 56: Succeeding in the c suite

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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

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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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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 57

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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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 58

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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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 60

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

Page 62: Succeeding in the c suite

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

Page 63: Succeeding in the c suite

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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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 64

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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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 65

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

Page 67: Succeeding in the c suite

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 66

“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

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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

Page 71: Succeeding in the c suite

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.”

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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

Page 74: Succeeding in the c suite

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 73

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

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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

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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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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 78

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

Page 80: Succeeding in the c suite

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?

Page 81: Succeeding in the c suite

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 80

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

Page 82: Succeeding in the c suite

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 81

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

Page 83: Succeeding in the c suite

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 82

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

Page 84: Succeeding in the c suite

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 83

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

Page 85: Succeeding in the c suite

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”

Page 86: Succeeding in the c suite

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!

Program for Advanced Leadership and Management

Dr. Mark Byford

Johan H. Brand