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Moving to the C-Suite EgonZehnder November 2016 2


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The tools and tricks of the trade for working with executive recruiters to move up in the ranks.

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Moving to the C-Suite EgonZehnder November 2016 2

  1. 1. CONFIDENTIAL This document is intended for the use of recipients only and may not be distributed externally or reproduced for external distribution in any form without express written permission of Egon Zehnder International Inc. Kenna Baudin Chuck Gray Minh-Ha Nguyen Calvin Yee Moving to the C-Suite November 14, 2016
  2. 2. CONFIDENTIAL © 2016 Egon Zehnder 2 We are Singularly United with Global Reach Size, Reach, Scope Egon Zehnder is the largest privately held executive search firm worldwide. We are equally owned by more than 230 partners, with more than 420 consultants, working in 69 offices and 41 countries. We have more than 1600 employees globally. With over 50 years of experience, we hold the number one position in Europe, Asia Pacific, and South America, and are an industry leader in North America. Highly Collaborative Structure We operate as a single unit, with a consistent methodology and a single profit center. 41 69 420 countries offices + consultants Amsterdam Buenos Aires Houston Malmö Shanghai Athens Calgary Istanbul Melbourne Palo Alto Singapore Atlanta Chicago Jakarta Mexico Paris Stockholm Bangalore Copenhagen Jeddah Miami Prague Stuttgart Barcelona Dallas Johannesburg Milan Rio de Janeiro Sydney Beijing Dubai Kuala Lumpur Montreal Rome Tel Aviv Berlin Düsseldorf Lisbon Moscow Tokyo Bogota Frankfurt London Mumbai Toronto Boston Geneva Los Angeles Munich San Francisco Vienna Bratislava Hamburg Luxembourg New Delhi Santiago Warsaw Brussels Helsinki Lyon New York São Paulo Washington D.C. Budapest Hong Kong Madrid Oslo Seoul Zurich
  3. 3. CONFIDENTIAL © 2016 Egon Zehnder 3 Our Services Objectives Category Services Objectives Executive Search Executive search Benchmark appraisal Market mapping Integration appraisal Identify and attract external managers Benchmark internal candidates against market Qualify market of managers with similar profile Assist companies/candidates in onboarding Board consulting CEO succession Board review Board search Establish a proactive and well planned process for CEO succession Understand effectiveness of a Board and conclude areas for improvement Identify and attract Board members Assessment & Development Management Assessment Management Appraisal (“MA basic”) Management Appraisal (“MA extended”) Team Effectiveness Review (TER) Assess individual performance of selected managers Analyze short- and longer-term potential of individual managers Review effectiveness of teams and advise on increasing performance Leadership Development Leadership development Strategic talent management Translate assessment into development actions Link development to business strategy and the executive’s career vision Strategic Restructuring Services Diagnostic review Restructuring appraisal Implementation Define management requirements Analyze internal gaps Adjust organization and hire/integrate externally Accelerated Integration Expert consulting using our proprietary Accelerated Integration framework Effectively halve the time a new leader needs to reach full impact and deliver significant wins for the business Family Business Advisory Articulate governance framework Board search Benchmarking Leadership succession planning Assist families, owners, and managers in navigating the challenges of leadership, succession, and governance across generations Diversity & Inclusion Diversity Pulse Check Strategic Introductions Mine the knowledge and experience of individuals with different backgrounds and viewpoints to make better decisions and drive innovation Facilitate introductory meetings between top talent and clients
  4. 4. CONFIDENTIAL © 2016 Egon Zehnder 4 What’s Needed in C-Suite Executives is Changing Example of the CEO Historical CEO profile: The “superhero” Today’s CEO: “Amplifying others” • All things to all people – dominant in every dimension • “Spiky leader” – very strong in the ways that matter to their organization, but do not have to be at the top of the scale for every competency • Linear thinker within well-defined ecosystem • Curious and lateral thinker – can connect the dots between different ecosystems • CEO as singular force for change • Distributed leadership – understand and leverage leadership strengths of diverse array of others • Zero-failure culture • Experiential/flexible/“fail fast” culture • Well-defined beliefs • Flexible and open mindset – lean in to uncertainty • Lead from “inside out” – shaping strong culture to define market space • Lead from “outside in” – customer-centric mentality
  5. 5. CONFIDENTIAL © 2016 Egon Zehnder 5 Easier to change Harder to change  Knowledge “I don’t know about that.” What the Executive knows (i.e., a market, business, practice, etc.).  Skills “I am not able to do/apply that.” The ability to put knowledge into practice; what the Executive has learned to do. Needs to have been trained in the skill or have learned the skills on-the-job.  Identity “That is not how I see myself and/or my role,” “that’s not me.” How an Executive sees themselves (i.e., powerful, confident, etc.) and how they see themselves in the role (leader or expert).  Traits “I find that hard to do.” What an Executive finds hard to do because of their enduring characteristics – their personality traits (i.e., intellectual horsepower, attention to detail, etc.).  Motivational Drivers “I don’t get satisfaction from that.” An Executive’s innate drivers about what they enjoy doing. The Root Cause Model Sometimes there are barriers to reaching the next step in your career – understanding the root cause of any barriers will help you overcome them
  6. 6. CONFIDENTIAL © 2016 Egon Zehnder 6 Diagnose Your Motivation Framework #1: Tradeoffs Balancing each of the four elements – if you have to choose one over another, which comes out on top? Framework #2: Happiest moments When you look at the happiest moments of your career, which of the four elements was most primary? Framework #3: Whose job do I want? Think of a friend or executive you admire, whose job seems appealing. Which of the four elements seems most prominent to you – and is that why the job appeals to you? Power Affiliation/Influence Economic Opportunity Tolerance for risk What activates you?
  7. 7. CONFIDENTIAL © 2016 Egon Zehnder 7 8 core competencies Business Leadership Thought Leadership People & Leadership • Strategic Orientation • Marketplace Insight • Results Orientation • Change Leadership • Collaboration & Influencing • Team Leadership • Building Organizational Capability • Inclusiveness Logic of the competency scales Basic management competence Increasing stretch – building towards world class competence Transformational, step change, visionary competence • Understand • Try • Interact • Willing • Make no mistakes • Respond • Apply • Meet • Collaborate • Doing • Take on ownership • Be involved • Improve • Exceed • Inspire • Delegating • Take risks • Proactive Our Competencies What We Look For 1 2 3 4 5 6 7 Level 2 Level 1Level 3
  8. 8. CONFIDENTIAL © 2016 Egon Zehnder 8 Collaboration & Influencing 1 2 3 4 5 6 7 Will respond if asked Supports colleagues Actively engages with colleagues Motivates others to work with self Facilitates collaboration amongst others Establishes a collaborative culture or enduring partnerships Forges transformational partnerships Reactive levels They participate as required but are generally responsive rather than active Active levels They actively engage in influencing others and working as a team Proactive/Strategic levels They have the ability to get others to support initiatives and build enduring partnerships across organizations and geographies • Actively resists collaborating • Inhibits collaboration by others  Red Flag Behaviors: • Lacks the credibility to influence others • Turns down requests for help Collaboration & Influencing is about effectively working with peers, partners, and others who are not in the line of command to positively impact business performance.
  9. 9. CONFIDENTIAL © 2016 Egon Zehnder 9 We Also Assess for Potential Unlike interviews that focus on past and present behavior, our Potential Model helps to determine an Executive’s ability to be effective in the unknown challenges of the future
  10. 10. CONFIDENTIAL © 2016 Egon Zehnder 10 Key Questions to Answer in an Interview Have you…? Can you…?Do you…? What if…? Risks to Mitigate Shown a pattern of creating value across your career? Continuously develop leadership capabilities? Stay firm in times of troubles and despite opposition? Connect and inspire all stakeholders, inside and outside? Make sense of a complex and changing business? Have experience that fits the next phase of [organization]’s growth? Bring leadership capabilities that fit current and future role demands? Understand and appreciate the personal demands of the role? Represent and fit the values of [organization]? Which of your development needs are addressable? What are the root causes of your development needs? What could derail you under pressure? Performance Readiness Potential What is critical to help you grow?
  11. 11. CONFIDENTIAL © 2016 Egon Zehnder 11 Your CV & LinkedIn Best Practices • Summarize your industry, functional, and GM experience: let us know about you and your value proposition relative to the market • Show that you are well-rounded: great leaders tend to have varied functional and industry backgrounds • Describe your accomplishments: tell us how and what you led, how your function/business performed • Tell your story: CVs and LinkedIns should provide your full work history so that we understand who you are and where you came from • Explain your trajectory: “route up” – past jobs and companies – help us understand your envisioned career path, and let us know the impact you’ve had in various roles • Get involved: join industry associations and non-profit boards, and contribute to industry events and thought leadership to increase your leadership skills and online presence
  12. 12. CONFIDENTIAL © 2016 Egon Zehnder 12 First Questions Recruiters Will Ask • Why are you interested in this opportunity? • Why are you the best candidate for this role? • Why are you considering leaving your current company/organization? Why did you leave? Under what circumstances did you leave? • What is your current compensation? • To whom do you report? Who are your peers? • What is your team size? • Are you open to relocation? • What is the worst thing I would hear about you from the market?