SpenglerFox wraps up the summer with discussions on talent motivation and agility with clients in the Czech Republic
On Thursday, 30 August, SpenglerFox consultants led by Michal Vajskebr met with between 20-30 of the firm’s top clients in Prague to wrap up the summer holidays with some good food and drink and exciting discussions. The event took place in the Černá labuť (Black Swan) Gallery with its splendid view of parts of Prague's Old Town and Letná Hill. The main draw for the event was two very successful and interesting speakers, who came to share their experiences in executive leadership teams throughout the region. The topic of the evening was how to inspire and motivate good talent with a focus on retention.
The expert discussion panel, moderated by Michal Vajskebr, included Martin Horčička, COO at Wüstenrot and Ján Čarný, managing director at COFACE. Comments by the panelists led to some interesting discussions and delivery of insights on what attendees’ personal leadership experiences and challenges they faced in the past taught them about team-building and motivating managers to perform.
Martin Horčička (Wüstenrot): Martin’s experience is specific in that he has done a lot of interim management consultancy and worked in teams where he was brought in to manage a business turn around. His biggest challenges related to building and nurturing trust among members of the teams he managed. He pointed out in his remarks that the best first step, when new to a leadership situation, is to find the commonalities that you have with your team; specifically, when working in multicultural environments. One issue that Martin pointed out is that many managers, workers, team leaders, etc. are looking for a higher purpose in their day-to-day jobs. They want to be part of something bigger. He noted that when discussing difficult operational changes with teams he led in Western Europe, there was greater comprehension and respect from his employees once he convinced them he shared their concerns and passion for the future of the company. He noted that during his time in Belgium, the workers in the team he led had a personal investment, feeling-wise, in the company they worked for and wanted to ensure its viable future. Martin pointed out that one way to involve team members and secure their commitment to business plans was to seek their input in defining the company's business strategy. On the executive leadership side, he recommended taking the time to evaluate managerial talent and measure their personal investment in or commitment to the company vision or strategy. He noted that team members are more likely to deliver better results when they know they are trusted and company leadership is willing to give them the freedom to be creative. He underscored the need for executive leaders to foster constant dialogue with their managers and team members: help your talent understand there is no shame in asking question or seeking assistance. You'll be surprised at the results you can achieve when you set talent free to be creative and engage.
Ján Čárny (COFACE): in his opening remarks, Ján reiterated Martin's comments that people really should like their work. He noted that local and regional markets have evolved quite a lot since his first years working in the Czech Republic in the investment banking industry. He pointed out that during that time most business leaders in Central Europe had yet to come across the concepts of corporate vision or company mission. Ján mentioned that, for him personally, one of the key motivators for excelling at work is the challenge that a given job or assignment poses. He had worked on finance-related projects on the Czech market, but then moved on to take on regional roles in Poland and later Ukraine. He noted that managing teams in diverse markets in the CEE region was fulfilling for him, because he got to see how corporate structures function in other regional markets. He also had the opportunity to contrast leadership roles in corporate vs. more family-style businesses. Over the years and across various national teams, Ján has come to see understanding of a company's business model as being mission-critical. He is constantly speaking with managers and their team members to find out what they do and why. He noted that problems most often arise when people do not understand their role in the business. It is important that executive leadership support teams in the creative aspects of defining and implementing business plans: executives should empower their teams by saying what to do, the team then says how to do it.
Remarks from the two main speakers were followed by contributions from local and regional business leaders contributing to an open discussion forum. Some key points raised included the following:
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Rex was hired as a Project Director for a multinational factory in China. He held a similar role with another multinational before accepting this new position. The recruitment process was rigorous and exhaustive with many rounds of interviews with various department heads at regional and global levels. Rex was offered the position and accepted, reporting to his new boss (The Global Head of Supply Chain) who was based half way around the world. In his new role, Rex did not directly manage a team, however, he was responsible for managing several department heads that did not report to him. Rex was also responsible for updating all key stakeholders at headquarters on a project’s status. Sadly, Rex only lasted one year in this role, since he was not able to match the performance expectations of multiple stakeholders. This is a situation where Rex would have benefited from executive coaching. Amidst the daily demands of his job and the expectations of his stakeholders, Rex needed to better manage his focus while making strategic decisions at every moment to achieve goals and make progress. Like Rex, every level of management can benefit from coaching. But the individuals who benefit the most from executive coaching are those who are motivated to pursue growth in their personal and professional lives. In most cases, new hires at every level do not receive enough support for grasping an organization’s culture. Michael D. Watkins, Professor of Leadership and Organizational Change at IMD and author of “The First 90 Days: Critical Success Strategies for New Leaders at All Levels,” explains that all new hires at every level must gain insights into the values, norms, and guiding assumptions of an organization. At the same time, they must navigate the very fine line between working within the existing culture framework and seeking to change it. Executive coaching is a natural next step in working with companies transform their businesses and aligns perfectly with my own life purpose and passion. I have been working as a retained executive search consultant for over 10 years, helping companies succeed by finding the right leaders as a search consultant, and then coaching these senior executives to reach their fullest potential. Transitions are always difficult for any organization. Whether through an internal promotion or an external hire, most senior executives receive only a basic orientation and onboarding. In a recent Harvard Business Review article, “Onboarding Isn’t Enough,” co-author Michael D. Watkins finds most companies are doing little to support the onboarding process. “Nearly all large companies are competent at the administrative basics of signing leaders up, but that level of onboarding does little to prevent the problems that can arise when working with new colleagues and grappling with unfamiliar cultural norms and expectations,” Watkins says. In my discussions with HR decision makers and business leaders about their biggest challenges, I have learned that many companies are trying to transform their organizations in a marketplace where disruption is constant. In this VUCA environment, some of their strongest business leaders were not performing as successfully as they once had and were having difficulty adapting to change, new market landscapes and new processes. These are very common themes and challenges that I consistently hear from companies in my travels. I realized that as an executive search consultant, my value in impacting a company positively stopped at the recruitment and hiring process. I knew that I wanted to continue helping clients and executives succeed beyond the appointment of a senior leader, and this is why I began executive coaching. Technology advances in the last several years have created a much faster and more complex world. According to the renowned mindfulness expert Rasmus Hougaard, our attention in the workplace is under siege. We are constantly under pressure, always on, overloaded with information and trying to work in distracting environments. Executives today face many more challenges in adapting to change and successfully keeping pace with these complex work environments, compared to ten years ago. Authors Thomas H. Davenport and John C. Beck in their book, “The Attention Economy: Understanding the New Currency of Business”, advocate that understanding and managing attention is now the single most important determinant of business success. Coaching positively impacts a company’s bottom line by helping executives remain present, be focused and make optimal moment-by-moment decisions that deliver optimal results. As I look back at my work as a search consultant, my most fulfilling moments were helping executives achieve their goals. Many senior executives in Asia, Europe and the US have reached out to me to explore job opportunities, but also seek career guidance. With every inquiry, I always tried to take the time to share my thoughts and advice. In doing so, I felt I was giving back to those who mentored me throughout my own corporate career. Many search firms like SpenglerFox offer executive coaching and HR consultancy services in addition to traditional retained executive search. To receive further information about the executive coaching services, please contact Mary Kramer at email@example.com. About the Author: Victor Filamor Victor Filamor was SpenglerFox’s Country Manager Hong Kong and Asia Consumer Practice Leader in 2007/8. He is currently a Partner and Certified Executive Coach with a retained executive search & leadership advisory firm in Hong Kong and Singapore specializing in the Consumer & Retail and Industrial sectors. Prior to his executive search career of over a decade, he had 25 years of P&L management, as well as marketing, sales and operations management experience with Consumer and Industrial Fortune 500 companies and Asian multinationals. He has lived in four countries across Asia Pacific.