Paper on management

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Question: What are ten attributes for a candidate for the CEO position, Expand on each attributes.

Please read the below lecture note to guide you in answering the question and use two additional articles for reference purposes. Also, present one data representation in form of a table or chart or graph that can relate to your answer. (paper should be 2 and a half pgs, single spaced).

Executive Presence

16 EXECUTIVE TRAITS

These are the five major categories of Executive Presence. They encompass the 16 Executive Traits.

I. Business Intelligence Characteristics

1. Strategic vs. Tactical: Being skilled at tactics (managing day-to-day actions and tasks) is important to your career success. But it’s the ability to view business with a strategic, more global eye that will set you apart from your peers.

2. Whole Company Perspective: Broaden your perspective and increase your sensitivity to the ins and outs of your organization, from industry competitors to operations and procedures that affect daily life within your company.

3. Financial Framework: Company vice presidents and department leads have to manage a budget – thus, they often look at projects, initiatives, even personnel in terms of monetary value and financial return. This trait will help you learn to communicate using financial terms and make clear your worth to the organization.

II. Risk-Taking Characteristics

1. Capitalizing on Ambiguity and Change: It’s important to be responsive, flexible and nimble. You will learn why it’s vital to be comfortable with ambiguity and change – and to discover ways to increase your tolerance of uncertainty and be more pro-active.

2. Leaping Ahead in Your Career: Make a difference, have a strong impact on your company…and leap ahead on the path to a brighter, better career.

3. Beyond Your Comfort Zone: Executive presence also means challenging yourself and continually learning new things. This trait will outline ways of stretching your capabilities, taking risks, trying something new and reaching beyond your comfort zone.

III. Interpersonal Relationship Characteristics

0. Clear Communication: Communicate with others in a concise, clear and persuasive way that delivers your message effectively.

1. Leading Vs Managing: There’s a difference between being a leader and being a manager. Do you know what the distinction is? Learn how to demonstrate leadership abilities, to move beyond the typical manager role.

2. Share The Limelight: Not everyone has the ability to share recognition with colleagues and create opportunities for others to gain exposure and reward for their performance. You will learn strategies for sharing the limelight, thus boosting others’ careers – and your own.

IV. Performance Improvement Characteristics

0. Prioritize Your Projects: Consider all of the projects you’re working on, analyze their importance and impact and prioritize to achieve maximum results.

1. Develop Solid Thinking Skills: Understand how to use creative thinking to solve problems, analyze issues/concerns, understand complex tasks and make the best decisions.

2. Develop Discernment: Learn to analyze various situations, whether project- or personnel-related and use what you observe to make sound decisions.

V. Self Development Characteristics

0. Know Thyself: The first and most important element of awareness is knowing yourself. It’s also key to finding happiness and personal fulfillment.

1. Seek Feedback: Learn how to ask (and who to ask) for developmental feedback and how to show appreciation for that feedback.

2. Gaining Confidence: Be secure in who you are, what you can do and how you can do it. You know that your abilities, talents and intellect will get you the results you most desire.

3. Training: Training is key to career advancement, as is a willingness to get whatever support you need to learn, grow and experience so that nothing limits your success.

Directors Should Know When to Go

Source: Jamie Lee for The Business Times, Singapore [posted on 08/10/2009]

Punk rock band The Clash probably summed up the dilemma of some independent directors (IDs) here when it sang: 'Should I stay or should I go now? If I go there will be trouble. And if I stay it will be double.' But to many market watchers, the answer is clear: 'Go' - if you're sitting on the board of a score of companies, or, if you have been sitting on the same board for a very long time.

Sharp criticisms of multiple directorships surfaced again at last week's NUS-BT roundtable discussion, with some industry players pushing for guidelines to state what is too many. The event, called 'Should I stay or should I go', was jointly organised by NUS' Corporate Governance & Financial Reporting Centre and The Business Times. This was the second roundtable discussion in the series.

'We should at least have a guideline,' said Thio Shen Yi, joint managing partner of TSMP Law Corporation, which sponsored the roundtable. The number of directorships should not be left 'to the conscience'. 'If we took a poll and we asked, 'what's the ideal number', all of us would have a different number. So you need someone to say that's the number. You need to be held accountable to that standard and you justify why you take more directorships.'

There should also be ways to differentiate those who have full-time employment and those who have not, with those with full-time employment not holding more than two board seats, said independent director CK Lee. 'More so if you are chairman of the audit committee, you can only devote that much time,' he said.

IDs who stay too long on the board may develop too cosy a relationship with the management or the majority shareholders. 'I find a lot of problems come with directors in their first three years and after their seventh year,' observed Keith Stephenson, partner at PricewaterhouseCoopers. 'Beyond seven (years), you actually become dependent on the board.'

While Hong Kong recommends that any independent directorship beyond nine years requires a special resolution, nine years spent with the company is already too long, said Mr Thio. 'If you want to stay on the board, you might be independent for the first, second, third year. Then, you start making friends. It's like the Stockholm syndrome, you become captive. You have dinner with them, you have meetings with them, and you don't want to be nasty to your friends.'

But there are some situations where IDs should stay. 'Looking at problematic companies, companies that are running into financially difficult straits, and we've seen quite a lot of these this past year, then I'm not sure it is the right thing for a director to resign,' said Lee Suet Fern, managing partner of Stamford Law Corporation.

'Generally, in such circumstances, the director has a duty to be much more hands-on, to stay the course to help the company through those financial difficulties, not run the moment the going gets tough because the company has problems with its business,' she said. However, there should be careful distinction between directors of 'problematic companies' and those who resigned or were removed in circumstances that give rise to concerns over governance, Ms Lee added.

Many IDs may not be aware of negative situations developing within their companies, pointed out Shasi Gangadharan, Chubb's speciality insurance manager for the Asia-Pacific. 'Do IDs have access to information so that they can make an informed decision well before things go wrong? I suspect that in most instances, the IDs were oblivious to the situation. It's only when things happen that they discover that things have gone wrong, so I'm not sure how much they can be ahead of the curve.'

Mr Stephenson noted that disagreements could have started during the good times, not at the point of resignation or when things turned sour. 'The decision whether to stay should be made a lot earlier than when the money runs out.'

One ID who quit over a fundamental difference was Rohan Kamis, managing partner of audit firm Rohan, Mah and Partners. The former member of parliament resigned as ID of Swissco International last year due to disagreements over bonuses that would be paid to the CEO and his father. 'I don't know if (many) independent directors are really independent,' said Mr Kamis. 'I thought this adage . . . was true: Big do, big mistakes; little do, little mistakes; no do, no mistakes.'