1. Speaking Personally...
Q
A.
How would describe your leadership style and what is the key to motivating and
directing global talent?
My leadership style is direct and communicative and encourages challenge, risk taking and
decision making with a focus on building a clear vision, organizational structure and strategy with
my team and agreeing achievable but stretching objectives. This, combined with my team knowing
that I will always back them up, helps me to manage complexity, creates a sense of purpose
and team unity and most importantly buy-in. Talented individuals are looking for challenges yet
expect and deserve autonomy to deliver results. Delegating authority and creating accountability
motivates staff as they feel they are in control of their own destiny and that others will be held to the
same high standards that they expect of themselves. I am always on the lookout for finding talent
and will never hold anyone back from a role that will further their career.
Q
A.
How has vast international experience shaped your thinking on running a
business?
I’ve had the privilege of living in New York, London and Hong Kong and to travel the world doing business
in the major financial centers in the US, Latin America, Europe and Asia-Pacific, including managing the
separation and integration of the most complex banking integration ever undertaken in Asia-Pacific which
spanned 15 countries and 3 acquisition partners. I have gained invaluable insight into how various cultures
look at customers, partners, measured results and timelines. My international experience has taught me
how to operate in an ambiguous environment where you don’t have all the answers and subtlety is as
important as solutions.
QA. What is the secret to executing on strategic plans during post-merger integration?
Establishing a formal communication plan that focuses on delivering staff clarity regarding
organizational structure and the timing of key decisions over the next several months with a directional
view by quarter is critical to obtaining staff buy-in. Building the integration plan around synergies and in
particular revenue growth synergies enables staff to focus on delivering results that were promised as a
part of the acquisition rather then spending time creating plan after endless plan.
Q
A.
What are the key differences between working with a large multinational
organization and a smaller domestically focused organization?
Within large organizations care must be taken and time must be spent to understand the organization,
how it operates, and to identify the key decision makers and opinion influencers. The ability to understand
and navigate the organization is often the difference between success and failure. Smaller companies
have fewer resources, tend to be more narrowly focused and have a more limited understanding of areas
beyond their expertise. Working with smaller organizations is about asking probing questions, keeping them
focused on the core of what they really want to accomplish and helping to educate them in areas where
they have less expertise.
Q
A.
What are the key differences between working with a large multinational
organization and a small domestically focused company?
Within large organizations care must be taken and time must be spent to understand the
organization, how it operates, and to identify the key decision makers and opinion influencers. The
ability to understand and navigate the organization is often the difference between success and failure.
Smaller companies have fewer resources, tend to be more narrowly focused and tend have a more
limited understanding of areas beyond their expertise. Working with small companies is about asking
probing questions, keeping them focused on the core of what they really want to accomplish and
helping to educate them in areas where they have less expertise.
8 Evergreen Avenue • Westport, CT 06880 • (203) 461-1442 • Mikekirby70@hotmail.com