With the realisation that most companies may have established development plans for their younger managers but very little for those ready for the C-Suite and the Board, Criticaleye asked its C-Suite Members what is missing and, in their view, what factors are necessary for the ideal development plan. This article from Peter Cheese and Andrew Minton condenses the findings from those discussions, presents the issues and offers a few solutions.

1. ToMorrow’s
LeAders
Tips for Developing
the C-Suite
With the realisation that most companies
may have established development plans for
their younger managers but very little for
those ready for the C-Suite and the Board,
Criticaleye asked its C-Suite Members what
is missing and, in their view, what factors are
necessary for the ideal development plan.
This article from Peter Cheese and
Andrew Minton condenses the findings
from those discussions, presents the
issues and offers a few solutions.
www.criticaleye.net 01

2. leaDershIp ToDay
leadership at all levels has become more
challenging in recent years. The uncertain
economic climate requiring strong focus on
costs as well as innovation and growth, an
ever increasing pace of change, together
with a more demanding and diverse
workforce are all asking more of leaders
than perhaps we have ever seen before.
Executives throughout
Much is talked about new styles of leadership
needed to get the most out of people and
organisations today. Words like authenticity,
their career are encouraged
integrity, openness, empowerment, and
even humility are the common lexicon of to be ‘team players’, yet the
development tools at the top
leadership today - words that would not
often have figured in leadership descriptors
of the past. Combined with more matrixed
and networked organisations where
traditional lines of top down control are
diffused into networks of influence requiring
focused on them as individuals
collaborative working styles makes even the
definition of top level roles a lot harder. The question is ‘are we creating the right so have to be very aware of how they behave,
leaders for the future?’ and, in particular, that they ‘walk the talk’ and consistently
at the C-suite level? What should we be represent the values of the organisation both
Community Comment
thinking about as we look at the next internally and externally. In addition, they
rudi Kindts generation lining up to take the reins and should show they are open and approachable,
Former Group Hr director what are the particular attributes needed and recognise a key part of their role is to
British American Tobacco to make the step up to the C-suite? allow others to learn and develop under them.
“While C-suite leaders can be bought
from the market or developed from WhaT’s DIfferenT abouT The C-suITe? TIps for DevelopIng The C-suITe
within the organisation, more and
more research is showing that
The senior leaders in any organisation are so, are we effectively developing the top
developing your own is the best bet.
the ambassadors and the conductors of the leaders of the future? The consensus from our
To that end, the ideal development for the business. They need to be able to play on a discussions with the Members of Criticaleye
C-suite begins early in a manager’s career. much wider stage than their previous roles is that we are not hitting the mark. The
Through a mix of experiences (strategic, might have allowed – they need to understand overwhelming majority of ‘training’ courses
commercial and leadership challenges), the breadth of the business, the markets in on offer for senior management are either
hard-nosed performance feedback and
which they operate, the challenges they face, built around developing existing technical
coaching combined with a willingness
to listen and learn, future leaders and the wider dynamics of their organisation. skills or building broader business and
understand what it means to transition as senior managers or vps their view was likely strategic awareness through executive
from one leadership level to another. to be more limited, they would have been education and placements in coveted Ivy
more able to operate inside their technical league business schools. This is all good
self –awareness becomes the process competence and comfort zone, and they theory and, whilst it is useful in exposing
of understanding that future leadership
always had someone above them to turn to. leaders to new thinking and ideas, it
requirements are not a projection of
past successes but a continuous re- typically lacks some key ingredients for
invention around what is the most The C-suite requires ability to step outside development of the next generation of
important element in a new role – an comfort zones, to network more widely C-suite leaders, particularly in the areas of
element which should then become the and understand the bigger picture. They people management – what many would
focus of effort. It’s a matter of letting need to understand when to take risk and see as the core skills of leadership today.
go as much as it is a definition of what
when to conform, both at a personal level
makes the difference going forward.
and for the organisation. They have to be so, what is missing? here are a few thoughts.
It is therefore key that C-suite able to communicate internally from the
potential is identified at an early top to the bottom, to be heard at the back The Issues
stage, that organisations define of the auditorium as well as in the front
unambiguously what they expect from rows, and to communicate effectively Individuals & Teams
their leaders and that future leaders’
externally to represent the organisation. executives throughout their career are
feet are held to the fire. There is not
a lot of room for (costly) errors. encouraged to be ‘team players’, yet often
To do all this, good leaders firstly are self- the development tools that they are offered
unfortunately, in many organisations, aware. They understand their personal style, at the top end of their career are focused
instead of investing time and money strengths and weaknesses, and they are on them as individuals. good C-suite
setting up future leaders for success, consistent and authentic in how they operate. leadership also requires strong individual
preparing them has become a ritual.”
at the same time, they are often on a stage but also strong collective leadership.
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3. Performance Measurement & Feedback
In most companies, performance is
measured too much on the quantitative
result (often focused on financial targets)
and rarely on how those results are achieved.
but what are the right behaviours, how do
these reflect corporate values, and how
do we really assess good leadership from Too often executives
these perspectives which are so critical to
the engagement of those that follow? operate within their
further, very structured and long-
established organisations such as the british
army have long traditions of giving those
comfort zone and are
in command instant (if not necessarily
pleasant or conventional) feedback on their
rarely encouraged
performance. Whilst 360 degree assessments
partially fill this gap, those at the top of
organisations rarely receive adequate
to step outside
feedback on their performance... or, they
are not adequately reflective to accept it. Communication skills: the Front help drive innovation. projects are a natural
such individuals view such feedback as Line is in the Back row vehicle for this and allow some structure
external awareness and won’t necessarily This is so critical to the role of the leader. yet, and process to be brought to bear.
take it on board ie, they are not sufficiently despite its ever increasing importance, it is
self-aware to act upon the feedback. rarely taught, either because the need is not self-Awareness
sufficiently recognised, or because the leaders executives must have a mirror held up to them
Leadership & self-Awareness themselves believe they are beyond teaching on a regular basis. They must understand
The essence of good leadership begins with . how they are seen and be mindful of the
self-awareness and, at its heart, is about senior business leaders must be clear and consequences of their actions, what needs
leading people. In business, executives are visible. To use a theatrical analogy, the to change and why. 360 feedback loops,
typically taught their technical expertise leader should understand that those in and some of the popular psychometric tests
first and leadership is an after-thought that ‘the front line’ are not sitting in the front such as Myers-briggs may have their place
is often misunderstood and confused with row - they are at the back of the theatre. and, if used in the right way, can be useful
‘management’. The british army’s historic Therefore, any attempt to communicate additional tools in understanding personal
officer training academy, sandhurst, globally with those at the back must be so clear that style and leadership capabilities. but
recognised as a benchmark in teaching it can be understood from a distance. maintenance of behavioural changes usually
leadership, approaches this the other way needs coaching and support from others.
around: it teaches its cadets to be leaders The soluTIons
first and the technical education comes later. Community Comment
Get out More
Living in the Comfort Zone being in the C-suite is all about operating Gary Kildare, Vice President
Human resources
executives usually learn to operate within outside the comfort zone or zone of experience
Americas, europe, Asia Pacific, IBM
their comfort zone – what they know and so, if executives are to be equipped for the
what their area of specialism is - this is corner office, they must be afforded the “strong organisation and personal values
the ‘low risk’ strategy and they may rarely opportunity to step outside - sometimes are critical aspects in a leadership culture.
be encouraged to step outside. operating These values are what differentiates
quite literally. They should be encouraged to
your company with clients, investors,
within the C-suite requires leaders to work network outside their sector and function.
employees and communities - and
beyond their learned boundaries much This might include something different such they are the basis on which decisions
more, and to prepare them for this they as taking on a non-executive Directorship, are made. These values influence both
should be given development opportunities working for a charity, or joining an external the behaviour and actions of leaders
and challenged. This might involve being professional network such as Criticaleye. individually and collectively. It is evident
moved to very different areas of the business that the level of global thinking and
from their core competence, secondments Working abroad is also now much more citizenship required from leaders today
elsewhere, or being assigned challenging recognised as a critical development is absolutely unprecedented. They can
projects that require new thinking. help to provide the view of the future
opportunity for future top level leaders to
through their creativity and vision; it is
give them exposure to new things, different
they who will encourage collaboration
Away from the Coal Face cultural dynamics, and building relationships. through team-working and open access;
as executives become more senior, their In a globalised world, international experience and it is they who will increasingly make
opportunities to connect with the operations is valuable even in the smallest businesses. use of the data and facts by their critical
(read ‘reality’) of the business become more evaluation and through the application
obscured. for leaders to be true leaders, Concurrently, executives should be of analytics. leaders must be able to
they must understand the ‘shop floor’ and encouraged to work as an internal networker, shift from strategy to operations swiftly
remain connected with the customers, sharing and collaborating across the to ensure they can execute regardless
products and services of the business. of the business environment.”
organisation to facilitate connections and
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4. Mentoring reflection. reverse mentoring (having people
executives should draw from mentors or down in the organisation mentor top leaders)
partners inside or outside the company. is another great way in helping those at the
These individuals can act as sounding top understand what is happening further
boards, but also as respected ‘checks’ down, or perhaps to expose older generation
ensuring that their charges are sufficiently leaders to younger generation thinking,
reflective and mindful to be effective leaders. particularly in the use of technology.
Mentoring should also go the other No-one is as Important as the Team
way. Mentoring is a key part of leaders’ executives should be encouraged to focus
responsibility in developing others, and they on something larger than themselves. This
should be encouraged to mentor not only means more team work and constructive
direct reports but a level or two down in to debate. To appreciate this, executives
the organisation, helping them understand could, for example, be encouraged to To ConCluDe
more of what is going on in the guts of the represent the company more often in an
business, but also fostering further self- ambassadorial role by giving speeches, In conclusion, the development of top
presenting to regulators, meeting level leadership is clearly different from
Community Comment politicians, talking to stakeholders, developing leaders at lower levels, given
writing articles, being interviewed, etc. the broader challenges and nature of the
Gary Browning
roles, and there is a need to focus on this.
Chief executive, Penna
Mini-Me however, it is also interesting to observe
“‘self awareness’ is often measured Managers should be encouraged to recruit that many people, including the Criticaleye
by the level of emotional Intelligence and promote individuals that are not Members we spoke to, recognise that the
(eQI – the awareness an individual has replicas of themselves. executives should core skills of leadership at the top are the
of his actions on others) present in a not be allowed to shape their ‘Mini- core skills of leadership at all levels, but
leader. It is well accepted that the level Me’s to succeed them: people who are with added emphasis and importance.
of a leaders eQI is more closely related ‘different’ will encourage innovation and
to success in a leadership role than the
development – in individuals and teams. © Criticaleye 2011
level of traditional IQ. In fact, there has
Diversity of experience and thought and
been some research which demonstrates
that developing a leaders eQI has 70% actively encouraging their direct reports
(and others) to challenge them are critical
Peter
more impact on leadership effectiveness
than developing IQ. What is more, eQI to innovation and breaking the mould Cheese
can be measured and developed, with of complacency, but will also make the
tools such as those of Dr reuven bar-on. individual leaders themselves more effective.
Peter is a recognised consultant, speaker
so, in any development planning of the and writer in the field of human capital and
Taking risks and Personal Bravery organisation. He has extensive international
C- suite, board or just the Ceo, I would
executives should encourage innovation by experience working with businesses around the
strongly recommend an assessment of
pushing their teams to take risks, but they world on human capital and organisational
and development programme for eQI.
should also ensure their teams understand strategy, talent management and HR
What also occurs to me as particularly they have some conditional protection transformation, and the management of change.
relevant at the moment is the against failure: a safe harbour. Without that,
characteristic of ‘resilience’ in a leader, willingness to take risks will be significantly He retired in 2009 from Accenture after
defined as the ability to take knock backs, reduced, and conformity will be the norm. a 30 year career there as a member of the
bounce back and try something new. We firm’s Global Leadership Council and as
live in the most extraordinary times of the Global Managing Director responsible
executives also should be supported for the firms Talent and Organization
turbulence and chaos and leaders must
in how to challenge situations (in a Performance consulting practice.
possess resilience to cope and keep
constructive way), not to be afraid to
going. This links to my previous point: Andrew
resilience is about confidence not to ask the stupid question and be trained,
take knock backs personally – part of for example, in how to give negative Minton
emotional intelligence. again, resilience feedback (upwards and downwards).
can be developed in leaders. good They must be encouraged to be ‘brave’.
leaders tend to be more resilient than Andrew is one of the original Founders
most and, by that, I include physical, Technical Training of Criticaleye, the leading Boardroom
mental and emotional resilience. There is room for technical training here - for Membership community.
areas specific to C-suite leadership roles that
I agree that leaders must communicate Andrew’s emphasis on the value of leaders
address gaps in people’s experience as they gaining perspective and having access to a wide
with authenticity, integrity, openness and
humility, but there is more. good leaders come up through the ranks. for example, range of knowledge and expertise has been a
must communicate with inspiration communication and media training, financial significant driver to the success of Criticaleye.
and passion, building trust, belief and training, negotiation skills, broader strategic His work at Criticaleye highlights the notion
engagement throughout the organisation. awareness, etc. learning in these areas that, in the global economy, bringing leaders
engagement is one of the closest factors can be enhanced through formal training together to share best-practice and innovation is
correlated to organisational performance. programs, allied with involving the future imperative to individual and business growth.
This, I believe, is harder to develop but leaders in these areas to encourage learning
not impossible to get improvements.” Contact the authors through www.criticaleye.net
from others and learning by doing.
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