1. Managing Talent – Strategies for Success 21st Century Leadership Paul Cuttill – MD, The D Group www.dgroup.co.uk

2. CEO Paradigms to date • ‘Know the numbers and you’ll control the business’ • ‘I do strategy and leave the execution to others’ • ‘To lead you must have done’ • ‘Leadership transcends specialism’ • ‘When I drive forward and plant the flag everyone will follow’ • ‘We need consensus, influencing and involvement’ • ‘What we need around here is some Stalinism’

3. What do you need?

4. 21st century dilemma • Question • Post Macondo, Fukushima Daiichi or PlayStation Network, who’d want to be a CEO of BP, Tepco or Sony? • Answer • Plenty because vanity and aspiration of untold riches makes many believe in their innate ability to be better than their predecessor

5. 21st century dilemma • So you are Chairman looking for new CEO – what skill and competency maps do you draw up for the Head hunter? • (Best not go down the Superman or Wonder Woman line! Probably couldn’t afford them anyway)

6. Competency Map • Situational Awareness • Emotional Resilience • True Management of Risk • Intelligence of Interdependencies • Executive HRM • Confident, believable communicator in the digital era

7. Situational Awareness • Frame your total effort in a single wrapper of high ambition • Crisis team / War Room • Who does what and when – and then who replaces them on day 2. • Single authoritative source of information • Prepare for improvisation • Practice

8. Emotional resilience • Pressure of knowing that in every moment, one slip away from personal opprobrium • Loneliness of the long distance runner • How to take body punches • How to react to shocks • Are you ready to put your personal reputation and perhaps your freedom on the line

9. True Management of Risk • Accept that even if things seem safe and secure, disasters can happen • Develop broadly applicable remediation's • Adopt a principle akin to the regulation of safety case rather than safety standards

10. Intelligence of Interdependencies • The unforeseen or unknown connectivity • Look for every single point of failure • Supply chain partners, their partners and their single points • Infrastructure such as transport nodes • ‘Just In Time’ or should it now be ‘Just In case’ • Build interdependencies into investment cases

11. Executive HRM • Compensation and benefits • Succession planning • How to get 000s of people to behave as you want them to • Q - what is the biggest decision you will ever make? A - the hiring and firing decision

12. Communication in the Digital Era • Case Study – The E or Internet Vigilantes • The Story of Mary Bale or The Lady who put the cat in the wheelie bin

13. Communication in the Digital Era • Evening of August 21st (D) Mary Bale (MB) drops the cat in the bin • D+15 hrs – cat found and CCTV footage uploaded to YouTube and facebook page created • D+20 hrs – website 4chan identifies MB • D+24 hrs – name, home address and telephone number, place of work uploaded

14. Communication in the Digital Era • D+ 1day • first death threats and hate pages on facebook • Manager of MB on the phone • Someone rings and asks for MB by name purporting to be from ‘Norwich Union’ • Door stepped by The Sun • New Editor from The Sun rings • 3rd Sun reporter calls – this time aggressive and says running story whatever you say • Police station a patrol car outside her home

15. Communication in the Digital Era • D+ 2days • Mother is under siege at home and telephone number of her, and sister and sister in law of MB known and all rung • Cats owner interviewed by BBC1 and 2, ITV, C4, C5, Sky and Fox • D+ 3 days • CBS involved an The Sun runs with ‘It’s a Fur Cop’ • MB and Mother visit terminally ill Father of MB and besieged at the hospital • Driven home by 4 PCs all wearing flak jackets • Hate mail in post and answering machine containing death threats taken away by Police.

16. Communication in the Digital Era • Run this scenario for your business and practice your response – time and time again • Acknowledge probable inadequacies in • Accepting fault • Training • Information systems • Authority • Organisational ethos and systems to anticipate and react beforehand • Resist ‘wait and see’ as to do so will mean ‘wait and watch’ as your business, brand and reputation gets flushed away

17. Summary • All what we already know about numbers, strategy, generalist's, specialist's, dictator and democrat PLUS • Situational Awareness • Emotional Resilience • True management of Risk • Intelligence of Interdependencies • Executive HRM • Confident, believable communicator in the digital era

18. Summary • Finally you do need some luck but remember; ‘The more I practice the luckier I get’ Gary Player

19. Managing Talent – Strategies for Success 21st Century Leadership Paul Cuttill – MD, The D Group www.dgroup.co.uk