What3Words Leadership Locations Report - A celebration of leaders everywhere and their personal journeys 2023 - Final Design - Flipbook - Page 15
Go with your gut – both with positives and things you are worried about.
Power of negative – bad things always ends up on the CEO desk – it is easy
to think everything is going wrong even if it is only 10% of things. Sta昀昀 and
teams always seem busy – the job is to work out whether they are busy fools or
overloaded. Capacity is always an issue – so what do you use that capacity for.
Vision can distract from reality- sta昀昀 need focus and not to be distracted but
at the same time can’t a昀昀ord to stand still. If they lie – get rid of them. The role
is Lonely. Deputies don’t realise how hard the job is until they are in it – I have
had many examples. It is 24/7 – even down time you are thinking about the
organisation. Why is it lonely – everyone below you, you might 昀椀re, everyone
above you (your board) might 昀椀re you. Hard problems end up with the CEO
and there is no right answer a lot of the time – it is a job of compromise and
referee. Critical – respect your board and keep close to your chair – reports
should be well structured and coherent, don’t ignore requests, explain clearly
what you are doing and why, accept challenge, describe success, be 昀椀rm, know
the rules and regulations, guide and in昀氀uence the board – if the relationship
deteriorates, act early. Data, evidence, 昀椀nancials critical – don’t ignore gaps.
Cash is king. Team – should be able to run the business – you are there for
strategy, board, emergencies, conductor – watching out for gaps. Technology
– Where are you and where do you need to be: bleeding edge, leading edge,
expected, catch up? Is your business growing, stable or shrinking? It a昀昀ects
your priorities and way of working. Perception is never wrong – your job is to
in昀氀uence and change perception.
Mark Dawe,
Chief Executive,
The Skills Network
///learning.conducting.building
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Samantha Dixon,
Chief Executive,
Jo’s Cervical Cancer Trustt
As a child of the 70s and 80s, I grew up thinking that leaders were strong,
invincible types, usually male and white who’d end up with their own statue
on Whitehall. ‘Bringing your whole self to work’ is the antithesis and extends
to leadership today. Not one of us has a life which isn’t without complications;
our work is not hermetically sealed from everything else in our lives. Being
a leader who leads by example when it comes to showing vulnerability and
understanding is one who sta昀昀 feel will truly empathise as we try to lead
in this increasingly volatile and unpredictable world. It’s a style which lends
itself to younger people, women and those who may not have had the same
advantages in life that others have and getting a broader more inclusive
leadership is a great thing for which to strive.
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///curious.re昀氀ective.supportive
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What3Words Leadership Locations Report - A celebration of leaders everywhere and their personal journeys 2023
