M4–Chief _____ Officer/CXO

Perpetuation–Ensure long-term viability and success of the enterprise.

From this point onward, leaders must understand the values underpinning management strategy and success. While Chief _____ Officers consider short-term functioning to some extent, the overarching goal should involve long-term visionary thinking.

Chief _____ Officers sense the way forward for a company–even if it is less apparent or invisible to others. They must also communicate this vision and encourage buy-in across the organization.

Typical Role Capabilities

  • Business Results—financial and customer outcomes

  • Leadership Results—the human side of the business

  • Management Results—planning, organizing, integrating, measuring, executing

  • Relationship Results—the necessary connections

  • Innovation Results—new ways to add value

Chief _____ Officer Core Skills

Attribute

Responsibility/Accountability

Attribute

Responsibility/Accountability

Business/Financial Results

  • Balancing risks

  • Understanding of financial impact of decisions in each Country

  • Strategic planning; deep knowledge of the contribution of each Country

  • Multi-Country experience

  • Ability to think strategically

  • Experience in running a Country

  • Must know how to read and interpret

  • Regional market data and competitive response

People Development

  • Ability to select and assess sub-functional leaders based on function strategy

  • Ability to empower

  • Coaching direct reports and mentoring others

  • Ability to drive cross-functional learning

Management

  • Ability to manage a portfolio

  • Experience managing through Business leaders

  • Ability to make hard decisions among good choices and courage to stay the course

  • Contingency planning experience

  • Willingness to rely on and have confidence in Country leaders to achieve results

  • Ability to shift resources to address problems

  • Ability to anticipate and avoid problems

Leadership

  • Developing portfolio strategy

  • Coaching and mentoring Business leaders

  • High integrity

  • Ability to select and assess Business leaders based on business strategy

  • Knowing how to build alliances in order to get things done

  • Ability to create a future that people want to be a part of

Relationships

  • Building relationships for their own sake

  • Ability to understand what drives Business leaders and Country political leaders

  • Ability to read powerful people and complex situations

  • Confident in a leadership role

  • Understands the greater good

  • Knowledge of political agendas in the Region's governments

Growth & Innovation

  • Experience in creating a climate for innovation

  • Ability and willingness to exploit new markets

  • Open-minded and tolerant of difference

  • Willingness to experiment and tv new things

  • Experience with negotiating and integrating acquisitions

  • Ability to take short-term risks to enable long-term gain

Social Responsibility

  • Ability to see the social implications of function decisions

  • Balanced judgment of impact and cost

  • Ability to implement quality and safety and health management systems

Scope of Revenue

> $10M

Behavior Model Expectations Level 7

Attribute

Responsibility/Accountability

Attribute

Responsibility/Accountability

Autonomy

At the highest organisational level, has authority over all aspects of a significant area of work, including policy formation and application. Is fully accountable for actions taken and decisions made, both by self and others to whom responsibilities have been assigned.

Influence

Inspires the organisation, and influences developments within the industry at the highest levels. Makes decisions critical to organisational success. Develops long-term strategic relationships with customers, partners, industry leaders and government. Collaborates with leadership stakeholders ensuring alignment to corporate vision and strategy.

Complexity

Applies the highest level of leadership to the formulation and implementation of strategy. Performs extensive strategic leadership in delivering business value through vision, governance and executive management. Has a deep understanding of the industry and the implications of emerging technologies for the wider business environment.

Business skills

  • Has a full range of strategic management and leadership skills.

  • Communicates the potential impact of emerging practices and technologies on organisations and individuals and assesses the risks of using or not using such practices and technologies.

  • Establishes governance to address business risk.

  • Ensures proposals align with the strategic direction of the organisation.

  • Fosters a learning and growth culture across the organisation.

  • Assess the impact of legislation and actively promotes compliance and inclusivity.

  • Advances the knowledge and/or exploitation of technology within one or more organisations.

  • Champions creativity and innovation in driving strategy development to enable business opportunities.

  • Communicates persuasively and convincingly across own organisation, industry and government to audiences at all levels.

  • Learning and professional development — ensures that the organisation develops and mobilises the full range of required skills and capabilities.

  • Security, privacy and ethics — provides clear direction and strategic leadership for the implementation of working practices and culture throughout the organisation.

Knowledge

Has established a broad and deep business knowledge including the activities and practices of own organisation and a broad knowledge of those of suppliers, partners, competitors and clients. Fosters a culture to encourage the strategic application of generic and specific bodies of knowledge within their own area of influence.

Reference