One of the purposes I had in mind in experimenting with this blog was how to use it to reflect upon being a Third Sector CEO.
In today's 'Times' Penny Wark presents the conclusions of Heather Dawson, author of "Faster, Faster" as to why some CEOs succeed and some fail. What traits make a successful senior executive?
1. Control. Successful executives are in control of their lives rather than being controlled by their jobs. They understand they have choices.
2. Time. They make time to think and focus.
3. Calm. They have the ability to lead in a climate of uncertainty and ambiguity.
4. Knowing when to stop. Those who cope best recognise when they are running on empty.
To these are added 3 'foundation skills':
1.understanding they can't do everything and will benefit by surrounding themselves with complementary skills
2. the ability to process conflicting sources of information and work out exactly what is going on
3. a talent for thinking ahead and planning.
The first thought that struck me was that these traits of success in 'top' senior executives seemed entirely familiar in my own role as CEO of a small regional charity.
Once, at a critical moment in a Trustees' meeting, the Chair asked me how I assessed the Charity's situation in the light of the rather difficult circumstances I had just reported on. I reflected for a, perhaps overlong, moment and replied "OK". The Chair reacted as if electrically shocked: "When things were dire, desperate and bloody suicidal," he laughed "you said they were good. What sort of state must we be in now, if you only say they are 'OK'?" So I suppose I have ability to lead in a climate of uncertainty and ambiguity. A former colleague and friend has said that I have a 'high risk threshold'. Somehow, I never quite felt that was a compliment, though no doubt it was intended as such - or at least, a neutral observation. Actually, I only recall one moment when this skill or 'trait' deserted me and that was just about a fortnight ago. It has now taken nearly three years all but one and a half months to negotiate a proper lease with Sheffield City Council. Repeatedly we have sought to persuade the Council officer concerned to set out a time-frame. In Dec 2006, it would be completed by March 2007; in March 2007, by July 2007; in July 2007, by November 2007; in November 2007 .... throughout this time I have assured everyone on Campus and repeatedly urged my Trustees that we were close to a resolution and of the need to be patient just a little longer. On 12th November 2007, an email was received that said it would be a further 2-3 months after the Heads of Terms had been agreed and forwarded to Legal and Admin for the full lease to be drafted. As Gerard Hoffnung said in the great humorous monologue the "Bricklayers Story", "at that moment I must have lost my presence of mind". For a few days, I actually saw no end at all to this monstrous saga of resource wasted in time and energy and good will. I am still only in recovery.
On the other hand, 'scouting ahead for the wagon-train' as I used to see and describe "thinking ahead", always seems to have come easily; as does 'knowing when I am running on empty', though I should say that as a Dad to a now 25-year old with cerebral palsy and managing an innovative and demanding project, I long ago learned to work, as I then said, 'with one cylinder permanently misfiring'.
Latterly, as it has been possible (perhaps necessary) to dedicate more and more resource to operational activities, so it has seemed to me more important that someone (me?) takes/makes the time 'to think and focus' and to plan ahead. Since March 2007 I have led Trustees in a piece of work to set out our first proper Strategic Plan. Not easy. Trustees signing that off at the September meeting was satisfying.