The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the fortune 500 were involuntary. Senior executives often think about a personal overwhelming to do list, delivering short term and long term results, and finding and keeping the right talent. This is in addition to developing a cohesive high-performance culture, as well as inspiring and engaging employees. This presentation sets out the challenges as well as the changes required for leaders to survive in this ever-changing business landscape.

1. CULTIVATING
DISRUPTIVE
LEADERSHIP
FORGLOBAL
MULTINATIONAL
CEOS
ANTONVANDERWALT
LEADERSHIP
THROUGH
YOURLENS

2. “Thechiefexecutiveroleisatoughonetofill.From2000to
2013,aboutaquarteroftheCEOdeparturesintheFortune
500wereinvoluntary,accordingtotheConferenceBoard.
Thefalloutfromthesedismissalscanbestaggering:Forced
turnoveratthetopcostsshareholdersanestimated$112
billioninlostmarketvalueannually,a2014PwCstudyof
theworld’s2,500largestcompaniesshowed.
THEBURNINGPLATFORM
Harvard Business Review. May-June, 2017. (What Sets Successful CEOs Apart - by Elena
Lytkina Botelho, Kim Rosenkoetter Powell, Stephen Kincaid, and Dina Wang)

3. Personally Professionally Talent
Struggletomeet
professionalobligationswhile
tryingtoliveabalancedlife
Feelingoverwhelmedwithmy
“Todo”list:
Ismyleadershipstyleagile‒andreadyto
adjusttotheworldoftodayand
tomorrow?
Deliveringresultsovertheshortterm,and
setthebusinessoverthelongterm
Havingmybusinessmodeldisruptedby
innovation
Revampleadershipdevelopment.Focus
onWholeadersareratherthanWhat
theydo‒leaderswhofocusonthe
businessresultsANDpeople
Finding,developingandkeepingthe
righttechsavvytalent
Abilitytodevelopacultureinmy
organizationthatembraces
innovation,risksandopportunities-
developingacohesivehigh-
performanceculture
Createandmaintainapositive,team-
orientatedculturewheretrustis
fostered
WhatdoIdelegate?
WhatcanIstopdoing?
HowdoIcarveoutessential
thinkingtime?
HowdoIenjoywhatIam
doing?
SENIOREXECUTIVESOFTENTHINKABOUT:

4. Actanddeliver-withspeed,
urgencyanddecisiveness.1 Interpretandvisualizethe
future,engagingemployees
andkey-stakeholders.
2
Leadfromthefront,with
humility.3
SeniorExecutivesmustdealwithmanycompetingpriorities.
Theyhaveto:
4Haveanadaptivemindsetina
disruptiveenvironmentwith
theabilitytocontinually
re-positionthebusiness.
THELEADERSHIPREALITY

5. MULTINATIONAL
CEOSFACEA
NUMBEROF
CHALLENGES
Leadershavethingstheyknowabout,
thatkeepthemupatnight
Andsomestayawakeconcernedabout
whattheydon’tknow
Organizationsgetflatter,informationmore
readilyavailable,andempowerment
increasinglycriticaltosuccession
Theseelementscontinuetodemocratize
leadershiptoalllevelsoftheorganization
Disruptionisnolongerjusta
catchphrase

6. -10
30
50
80
90+
INEFFECTIVE
UNAWARE
AWARE
COMMITTED
ACCOMPLISHED SHARE
CONSISTENT
ACTION
REALIZATION
COMPLICATIONS
Giventherapidrateof
disruptionand
emergingcompetitors
insectorspreviously
protectedbypatents
andhighentrycosts,
developingleadership
forthisunpredictable
environmentisnot
onlyrequired-itis
essentialforsurvival.
ACTIVITY FOCUS %ENGAGEMENT
30%
Improvementin
Peopleand
Business
metrics:
Profit
Culture
Engagement
Team
Effectiveness
CULTIVATINGLEADERSHIP

7. SELF-AWARE
ENGAGED TRANSFORMED
INFLUENCE
RESULTS ACCOUNTABLE
Results-self-awareleaders
deliverimprovedbusiness
andpeoplemetrics
A
I
ccountabilty-withinthe
organizationimprovesthrough
transformedleadership
nfluence-leadersmovefroma
positionofpowertoaposition
ofinfluence
THEINTERSECTIONSOFCHANGE
Buildingand
cultivatingtheability
ofseniorexecutives
tocopeandthrivein
adisruptive
environment
requires3
criticalcomponents:
Results,
Accountabilityand
Influence.

8. UNDERSTANDINGWHATDRIVESYOU,AND
WHATDERAILSYOU,HASGREATBENEFITS

9. Everyonethinksofchanging
theworld,butnoonethinksof
changinghimself.
LeoTolstoy
“Afteryearsofcollaboratingineffortstoadvancethepracticeof
leadershipandculturaltransformation,we’vebecomeconvinced
thatorganizationalchangeisinseparablefromindividualchange.
Simplyput,changeeffortsoftenfalterbecauseindividuals
overlooktheneedtomakefundamentalchangesinthemselves”.
McKinseyQuarterly‒March2014(NateBoazandEricaArielFox)

10. ORGANIZATIONALCHANGEISEFFECTEDBY
LOOKINGOUTWARDANDBYLOOKINGINWARD
LEARNINGTOSEEOBSTACLESAS
OPPORTUNITIES
MOVINGMOUNTAINS

11. 9-15%
14-29%
Increaseinsales.
Increaseinprofit.
26-72
points
Decreaseinemployee
turnover(highturnover
organizations)
Increasein
employeeengagement.
10-19%SELF-DISCOVERY
ANDDEVELOPING
STRENGTHSARE
EQUALLY
IMPORTANTFOR
ORGANIZATIONAL
CHANGE
*DevelopingEmployees’StrengthsBoostsSales,
Profit,andEngagement.BrandonRigoni,Ph.D.Jim
Asplund,HBRSeptember2016

12. AWILLINGNESS
TOCHANGEISA
POWERFULPARTOF
SUCCESSFULSURVIVAL

13. SELF-AWARENESS
ENGAGEMENT TRANSFORMATION
RESPONSES
REQUIRED
TOEFFECT
CHANGE
3
LOOKINGINWARD

14. Self-awarenessisastrongpredictor
ofsuccess,itisacoreingredientof
emotionalintelligence.
Yearsagooneofmy
mentorssaidtome,
Therearetworeasons
whypeoplechange:
Theyseethelight
(becomingaware)or
theyfeeltheheat.
Self-awarenessbuildsconfidence
andgrowsself-esteem.
Self-awarenessisabout
introspection.Itisabouttruthfully
askingyourselfthosetough
questions.
SELF-
AWARENESS

15. Accountabilityisa
fundamentalingredient
fortransformation.
Itdeliversahealthyand
sustainableculture.
TRANSFORMATION Successfultransformationtakes
placeontwolevels:Self,andwithin
theOrganization.
Leaderswhoanticipatedisruption
beforeitoccurs,andplanforitcan
successfullytransformthe
organization.
Transformationalleadersdelivers
changethroughcultureand
empowerment.Empowerment
deliversaccountability.

16. Leadersmustremainteachable.
Askingforandprovidingfeedback.
Leadingbyteachingisvalued.
Apremiumisplacedonselfand
employeedevelopment.
Personalandorganizational
integrityandvaluesarenever
compromised-nomatterwhat.
Successismeasuredby
deliveringresults,
maintaininghighstandards
andholdingyourselfand
othersaccountable.
Engagementisdelivered
throughthischangein
culture.
ENGAGEMENT

17. SELF-AWARENESS
ISADELIBERATEEFFORT
ANDISNOTACHIEVED
OVERNIGHT.
ITISALIFE-LONGQUEST.

18. Recognition
Survival
Realization
Coping
Awareness
Effective
Deliver
Self-
management
Consistent
Committed
Leadby
Example
Improved
metrics
Coach
Mentor
Legacy
RoleModel
Inspirational
Effectiveteams
Accountability
Transformed
GROWTH
AWARENESS
Stress
Victim
Unaware
Ineffective
AWARENESSLEADSTOPERSONALGROWTH

19. ASAGLOBAL
MULTINATIONAL
CEO,WHAT
KEEPSYOU
AWAKE?
Areyouself-aware?Doyouknowwhat
behavioursderailyouandstopyou
fromexcellence?
Doyouinspireandengageyour
teams?
Areyoudeliveringtransformation
throughcultureandaccountability?

20. ABOUTTHEAUTHOR
Areyoudeliveringtransformationthroughculture
andaccountability?
Havingspentthelast15yearsworkingacrossthe
globeinChina,MiddleEast,SouthAfrica,Europe,
AustraliaandThailand,Iampassionate
aboutcreatinginspiringgloballeaders.Iworkwith
globalmulti-nationalCEO’sandHRDirectorsto
createhighlyengagedteamsacrossmultiple
continentstogrowtheirbusinesses.
Astheauthorofthebook“LeadershipThroughMy
Lens”Ihelpleaderstodiscoverwhatmakesthem
inspiring,therebyencouragingeachteammember
tobecomemoreinspiringtothosetheyworkwith.I
writeforEntrepreneurMagazine,Leaderonomics
Magazineandhaveaphotographyblogsharingthe
metaphorsandimageryfrommycameraandhow
thisconnectswithleadership.
Itypicallyhelpinthefollowingways:
•KeynoteSpeakingatConferencesandEvents
•MentoringandExecutiveLeadershipDevelopment
forCEO’s,C-SuiteLeaders,HRDirectorsand
ExecutiveTeams
•Workshops,MentoringandCoachingProgramsfor
MidtoSeniorLeadersglobally
SomeoftheareasIassistinare:
•LeadershipDevelopment
•ChangeManagement
•EngagementandPerformance
•WorkforcePlanning
•OrganisationalDevelopment
•IndustrialRelations
Togetintouchwithmetohelpyourleadersandteamsyoucancontactmeat
anton@antonvanderwalt.comorph.+971544409153
Ihaveworkedacrossabroadrangeofindustriesincluding
automotive,transportandothermanufacturing.
ANTON
VANDERWALT