Leading through

challenging times

"Few CEOs had it easy this year. I’ve learnt a lot from the way you approached the crisis and balanced the needs of the business with those of your people."

Feedback from Non-Exec of B2B Publisher/Marketing Consultancy, to my client, his CEO

 

The Challenge

My client had recently been promoted to CEO in PE backed, B2B Publisher/Marketing Consultancy.

The business had underperformed and strategic direction was unclear.

Building an effective working relationship with the chairman himself recently appointed.

My client was concerned about his own lack of in-depth experience of the sector given the challenges he faced.

And, the pandemic struck, three months into role, throwing up a plethora of new business and leadership challenges. that no-one had really seen before.

As the crisis continued, employees, customers, shareholders and other stakeholders had growing expectations of the CEO and his leadership team.

Our Focus

A one-to-one programme to develop the CEO’s capabilities to balance the needs of employees, shareholders and customer, whilst focusing on both short and medium term

We prioritised strengthening confidence & trust in his leadership, at such a difficult time.

Our work focused on Developing Curiosity:

  • Acknowledging he didn’t have all the answers: Engaging a group of managers to help shape a new strategy; Empowering a Diversity & Inclusion Group of employees to propose new policies that were then implemented; Regular employee breakfast meetings; Fortnightly Q&A with the whole company

  • Reassessing priorities and capabilities needed in senior roles , leading to restructuring of some roles, creation of new roles one level down from leadership team and replacement of one senior leader to fill capability gaps.

  • Supporting and challenging senior leaders to play to strengths by partnering them with colleagues with complementary skillsExploring the perceptions and realities of working with the Board, sources of tensions and options to improve relationships.

  • “Looking in” at what motivates him, as Ceo, his own values , what enables him to show up at his best, what triggers him to react in a way that is unhelpful and what he can do about it

  • Being clear about what he stands for, what people can expect from him and what he is willing to be held accountable for

 

Outcomes

Employee survey ratings improving in very difficult circumstances.

Feedback on CEO very positive. People comment on his openness, accessibility and willingness to respond in challenging questions in open forum and track record of follow up.

Improving gender balance at senior level at exco and senior management level.

Exceeding all financial targets , including returning the company to profitability

Growing shareholder value by over 170%

Attracting significant new investment