Chairperson Awards 2024 Chairperson Awards 2024 Featuring: Business Membership Co-Chair of the Year 2024 (UK): Brigid Whoriskey Rare Cancer NPO Chairperson of the Year 2024 (UK): Emma Kinloch Advertising Chairperson of the Year 2024 (Caribbean): Arnold Foote
Welcome to the Chairperson Awards 2024 CEO Monthly are delighted to present the Chairperson Awards 2024! Our fourth annual opportunity to bring recognition to the oftenunsung heroes who act as a linchpin for the smooth running of every corporate board and committee. As natural leaders and strategists, Chairpersons are essential to all organisations, both for-profit and non-profit. CEO Monthly aspires to celebrate the fair and decisive work of the best boardroom tacticians the world has to offer! As society develops, so does the role of a Chairperson. In 2024, the Chair must represent the integrity and morality of a Board of Directors’ decisions, demonstrating objective judgement and driving innovation. Their management of discussions must create an atmosphere which encourages openness, honesty and constructive discourse. A Chair is highly responsible for the way in which an organisation is presented to the public and to other organisations. It is an incredibly delicate balance to maintain, requiring a multitude of personal qualities and CEO Monthly understands the level of complexity involved in the role of a Chairperson. Through the Chairperson Awards 2024, CEO Monthly seeks to provide much deserved recognition to those who stand out from their peers in this integral position which determines the success of all organisations. Sofi Parry, Senior Editor Website: www.ceo-review.com AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility.
4. Business Membership Co-Chair of the Year 2024 (UK): Brigid Whoriskey 5. Rare Cancer NPO Chairperson of the Year 2024 (UK): Emma Kinloch 6. Advertising Chairperson of the Year 2024 (Caribbean): Arnold Foote 8. Leading with Values and Vision 10. Avoiding AI Pilot Purgatory Requires Full Support of the C-Suite 11. C-Suite Burnout: Is Your Business Encouraging Sabbaticals? Contents
CEO MONTHLY / ISSUE 8 2023 4 Business Membership Co-Chair of the Year 2024 (UK): Brigid Whoriskey auseway was launched in 2016 with a mission to nurture the unique, long-standing relationship between Scotland and Ireland, and to support businesses wanting to explore their respective neighbouring markets. Over the years, Causeway has evolved into an organisation that welcomes a growing membership base from both sides of the Irish Sea and delivers a programme of Apr23017 Causeway Business Exchange is a not-for-profit membership organisation that provides a high-level forum for businesses to build relationships and expand their networks across both sides of the Irish Sea, in addition to fostering closer economic ties across Scotland, the Republic of Ireland, and Northern Ireland. The organisation is Co-Chaired by Brigid Whoriskey, an industry expert possessing significant experience working across public, private, and third sectors, and who is passionate about making a difference and empowering organisations. Below, we speak with Brigid to learn more about her story, as she receives due recognition in the Chairperson Awards 2024. C impactful events and activities throughout its target regions. “People do business with people,” Brigid tells us. “Causeway is quite simply about providing opportunities for people to network and connect – and the magic happens after that. With growing membership, a record number of partners, and a record breaking annual gala awards ceremony in October 2024 celebrating the very best of Irish Scottish trade and collaboration, Causeway is going from strength to strength.” Brigid Whoriskey joined the Management Board of Causeway in 2018, before being appointed the role of Vice Chair in 2021. From 2022 onwards, she has served the role of Co-Chair, with Judith O’Leary. As two Irish women who live in Scotland serving as co-chairs for the past three years was a natural fit. The pair are passionate about the power of networking and the ways in which a network such as Causeway’s visibly impacts people and businesses. Prior to her current position, Brigid had a successful career in financial services that included roles such as Marketing Director of Lloyds UDT and Head of Research and Innovation for RBS. In 2016, she pivoted into a portfolio career, wanting to leverage her expertise in strategy, people, and digital innovation. Now, Brigid’s work includes board work, executive coaching, consulting and leadership development. When the role of Chair of Causeway arose, Brigid was excited about the potential but also aware of the challenge she may face of balancing this with her other boards, and her consulting and executive coaching work. The role with Causeway is entirely voluntary, and Brigid recognised the opportunity to develop the organisation whilst being cognisant of the time commitment that this could take. “It was at this stage that we came up with the novel concept of a co-chair role, which was a game changer,” she recalls. “For the past three years, I have worked with my hugely talented Co-Chair Judith O’Leary. This model has proven to be so much more than a sharing of the workload. We’ve complemented each other’s skills, leveraged our networks, sparked ideas off each other and supported one another. This made the Co-Chair role so much more effective than either of us could have done on our own.” Now, Brigid is on a mission to promote trade and collaboration between Ireland, Northern Ireland, and Scotland. Known as a natural collaborator and communicator who takes an ethical and inclusive approach, Brigid is driven to have a lasting impact on people and organisations. She is passionate about making a difference and working with organisations that have a similar sense of purpose and desire to impact society. For Brigid, the most important element for success is open communication. Sharing challenges and opportunities, listening to others, and ensuring there is a common sense of purpose are key tactics to fostering a cohesive environment that facilitates change. “My Co-Chair and I have common values and realised that engaging with the other board members and leaders is key,” Brigid explains. “Getting to know your fellow board
CEO MONTHLY / ISSUE 8 2023 5 members and leadership team, and leveraging their strengths makes all the difference – particularly in a not-for-profit, where there is no renumeration for their time.” As Co-Chairs, Brigid and Judith monitor the organisation, particularly its conformance, performance, and strategy. They ensure that Causeway is operating at its very best, maintaining a clear audit trail and good governance, and staying on track with its strategy. The pair are instrumental in keeping the organisation in alignment with its mission and vision. In order to uphold these responsibilities, Brigid has developed an effective leadership style to guide the team. “To me, this is quite simple,” she states. “People will understand the strategy if you involve them. We have a strategy day with the leadership and board every year, confirm our mission, purpose, and high-level strategy. We also tackle any big strategic issues and opportunities we are facing. The plan for the year flows from this.” To complement this strategy, Brigid believes that there must be a way of engaging others throughout the organisation in the mission, values, strategy, and plan. Providing people will a sense of purpose will push them to be more engaged and committed to the cause. Retaining an engaged workforce is crucial, as a welloiled team will be the driving force that enables you to push through the unprecedented challenges that may be faced as a Chairperson. Brigid tells us that since joining Causeway, time has been one of her biggest personal challenges. When balancing a portfolio career, it can be tricky to ensure that enough time is being allotted to each endeavour. “Learning to say no is important,” says Brigid. With resources being scarce, prioritisation can also be a challenge. It can be tempting to spread the resources too thin, but sticking to the biggest priorities is the most important part. The position is not all challenge, though, and comes with many new opportunities for Brigid. “Opportunities are what keep me going,” she tells us. “I need to see opportunities in anything new I take on and with Causeway, there were many. The key is to prioritise and focus on the small number of things that can make the biggest difference. And, to have some fun on the way.” She goes on to tell us that over their time as Co-Chairs, Brigid and Judith have spent some time looking inwards to streamline processes, improve efficiencies, and increase resilience. They have spent more time, however, looking outwards to extend the organisation’s reach, better understand members’ needs, establish a programme of engaging events, and create new partnerships that add value to Causeway’s proposition. “Causeway is a membership organisation and as such, members are top of the list,” says Brigid. “People always need to network with others, particularly when times are tough, and in that respect our organisation is always relevant. The joy of the role is when we get the chance to engage with members and hear their success stories, of which there are many!” That being said, the organisation operates across multiple sectors, and it has is evident that there are many issues its members must deal with. The economy, regulatory issues, and consumer confidence present challenges for many businesses. For charities and not-for-profit organisations such as Causeway, funding is a particular issue. In their time as Co-Chairs, Brigid and Judith have sought out new sources of funding to build financial resilience for the organisation. They continue to fine-tune its value proposition to ensure that both funders and members are receiving value. “There is a lot going on in the world,” Brigid states. “The view we have taken as Co-Chairs is that whatever else happens, we need strong networks, and that is what we champion.” In alignment with this, Brigid tells us that Causeway has a great year ahead with an exciting calendar of events that will engage members and create the new connections that make all the difference. The organisation will deep dive into the Marine Renewables sector, as well as running various cross-sector events and programmes, with the ambition of growing its membership and facilitating growth and collaboration across the Irish Sea. As for her own future, we learn that Brigid and Judith’s term of office as Co-Chairs comes to end in 2025. “So, it’s particularly appreciated to win the CoChair award at this time,” she notes. “As Co-Chairs, we are proud of the impact we have had over the past three years.” This will give Brigid the capacity to focus on her other roles in leadership development and executive coaching, as well as serving on the Scottish Legal Aid Board. Astonishingly, she is also on the board of TongLen and is taking a month to volunteer with the charity in India and support them with their long term strategy and funding. “Looking to the future, my main driver is to have purpose,” Brigid concludes. “My north star is doing things that have an impact on an individual, an organisation, or society.” Contact Details Contact: Brigid Whoriskey Company: Causeway Business Exchange Ltd Web Address: https://www. causewayexchange.net/
CEO MONTHLY / ISSUE 8 2023 6 ounded in 2019, Salivary Gland Cancer UK is the remarkable result of a unique collaboration between a patient advocate and a medical oncologist, both of whom are passionately committed to further research and outcomes within the realm of salivary gland cancers. Emma Kinloch and Dr. Robert Metcalf cofounded the charity together with the aim of supporting and educating the public on the rare and devastating disease. Firmly embedded in both the UK and worldwide research communities, the charity has established strong, long-lasting links with other patient support groups. Since its inception, Salivary Gland Cancer UK has continued to build a research, information, and support network for those affected by, treating, or researching these conditions. Before forming Salivary Gland Cancer UK, Emma spent more than two decades with a world leading investment bank, working in many roles across regions, departments, and products. This experience provided Emma with the necessary organisational and client management skills needed to successfully set up and Chair Salivary Gland Cancer UK. Through personal experience of salivary gland cancers, Emma became involved in cancer research through the National Cancer Research Institute. She soon realised that salivary gland cancers present numerous research challenges and that there was a massive unmet need and decided that things needed to change. “There were no charities in the UK specifically focused on salivary gland cancer and so in 2019, I joined forces with medical oncologist Dr. Robert Metcalf from The Christie Clinic in Manchester to address that, and Salivary Gland Cancer UK was created,” Emma recalls. “Dr. Metcalf has focused his research and career on Adenoid Cystic Carcinoma and other salivary gland cancers, and over the last five years we have built a successful and productive charity with links to the patient and research communities across the UK and internationally.” Salivary Gland Cancer UK is a small, but rapidly growing organisation built upon the foundation of collaboration. This is how Emma describes her leadership style, from co-founding the organisation with Dr. Metcalf, to bringing people together through the work she does, to co-producing the eight aims by which the charity lives. Rare Cancer NPO Chairperson of the Year 2024 (UK): Emma Kinloch Salivary Gland Cancer UK is a charity for all those affected by, researching, or treating rare salivary gland cancers, such as Adenoid Cystic Carcinoma, Acinic Cell Carcinoma, and Mucoepidermoid Carcinoma. There are more than 20 types of salivary gland cancer, and all are rare with no clearly associated risk factors. As a result, they are often diagnosed late, or misdiagnosed, and prognoses are poor. Salivary Gland Cancer UK strives to change this by providing reliable information, hosting gatherings, and working tirelessly to address the unmet needs of those affected or working with these cancers. Emma Kinloch, the charity’s Chairperson, has been recognised in the Chairperson Awards 2024 for her philanthropic work within the field. Below, we speak with Emma to learn more. Through patient-clinician collaboration, the organisation has formulated eight core aims that drive its strategy and long-term vision. These aims include building support and information networks, improving the rate of early diagnosis, optimising the pathways to diagnosis, and supporting the development of treatments. The Board and key members of the organisation regularly review its activities against these aims, using them to identify areas to develop, opportunities to expand, and ensuring that activities remain relevant and focused on this underlying framework. Salivary Gland Cancer UK is strategic and efficient in its work, and Emma aims to lead in that way. Emma believes that on a personal level, it is incredibly important in leadership to be fair. As a leader, she aims to give credit to others when due, be straightforward and clear in terms of expectations, communicate openly to ensure all are on the same page, and invite and respond positively to feedback on performance. In doing so, Emma guides Salivary Gland Cancer UK towards excellence, enabling the organisation to impact more and more individuals with its mission. It is incontestable that Salivary Gland Cancer UK has come a long way in just five years of operation. In half a decade, the organisation has established solid foundations and strong relationships that it is now seeking to build upon in the upcoming months. Currently, Emma tells us that the charity is in the exciting process of mapping out its five year strategy, spanning 2025 to 2030. “We started with nothing, and through hard work and collaboration, bringing together patients, clinicians, researchers, and volunteers, we have built an effective and focused charity with a bright future ahead,” she reflects. “Watch this space, as there is a lot more to come from us. We’ve just warmed up!” F Contact: Emma Kinloch Company: Salivary Gland Cancer UK Web Address: www.salivaryglandcancer.uk/
CEO MONTHLY / ISSUE 8 2023 7 Advertising Chairperson of the Year 2024 (Caribbean): Arnold Foote The advertising industry plays a central role in today’s world; it is a powerful driver of commerce, a means of educating and informing the public, and a significant force behind the media and content we consume. With this influence in mind, those who shape the future of this industry must approach it with the levels of responsibility, mindfulness, and reverence shown by Arnold Foote, Chairperson of The AdMark Network, a fully integrated communications ecosystem powered by global alliances. As Arnold is named in the Chairperson Awards 2024, we hear more about his inspiring journey. Founded in 1964, Advertising & Marketing (Ja.) Ltd. – now part of The AdMark Network serves a diverse range of clientele, from food to finance and everything in between. With two agencies in Jamaica – AdMark and AdMark Media; AdMark North America, a Florida Company and FCB Foote Advertising Ltd. in Trinidad and Tobago, two content creation companies - Content Engine Ltd. in Jamaica, and Content Engine Productions in Florida, a research company - Base Metrics Ltd. a property company and a soon to be launched digital innovations agency - HAI; The AdMark Network is on a mission to harness the collective power of diverse and passionate thinkers, creators, strategists, and storytellers, aiming to craft ideas that transform consumer behaviour. Arnold Foote has helmed the agency over two decades, though his journey into the industry truly began at the age of five. He would accompany his father, the late Prof. The Hon. Arnold Foote OJ, CD, JP, to the agency he founded, Advertising & Marketing (Ja.) Ltd. From a young age, Arnold’s father instilled within him a profound understanding of the business, and a unique perspective on agency life that few are able to experience so early in their career. “My father was not only a mentor, but also ensured that I understood the intricacies and values foundational to our company,” Arnold reflects. When Arnold formally began his career, his first role was as a merchandiser – a hands-on experience that set the tone for his approach. From there, he worked in delivery and took on various other positions over time, each role providing him with a comprehensive view of the agency’s operations whilst building his skillset. Whilst on this journey, Arnold also trained as a writer, designer, and over-arching creative, which has allowed him to develop a unique, wellrounded perspective on both the industry and the diverse needs of its clients. In 2004, Arnold moved into a full leadership role, a transition that marked a significant chapter in his journey. Since then, he has been deeply committed to steering his agency’s growth, honouring his father’s legacy, and adapting to the evolving landscape of the industry. “I still find myself hearing his voice from time to time, offering perspective and guidance – a reminder of the values that have been with me from the start,” Arnold tells us. “In my current role as Chairperson, I draw heavily on these past experiences. Understanding the business from the ground up has given me insights into the operational, creative, and strategic layers of agency life as well as the view from a client’s perspective.” As a result of his varied career, Arnold takes a hands-on approach in his leadership style, a tactic that he attributes to how he was trained and raised within the industry. He believes in actively involving himself and being “in the thick of things”, an approach that allows him to see nearly every aspect of the agency and its operations, thus making more informed, strategic decisions. In doing so, he also ensures that he remains connected to the team and can closely guide projects to align with The AdMark Network’s vision and client goals. Leadership has its challenges, and Arnold has successfully navigated a dynamic Caribbean market, addressing the evolving needs of the business landscape and responding adeptly to economic fluctuations. The AdMark Network recognizes the significant value in continuously investing in team development, as the benefits of a skilled, agile workforce far outweigh the risks of turnover. During the challenges of COVID-19, the agency acted as a first mover by quickly establishing effective remote work protocols, preparing the office for safe operations, and ensuring staff welfare, demonstrating adaptability and foresight. This commitment has allowed the agency to maintain momentum and explore new growth opportunities across the region, reinforcing a culture of resilience and continuous development. We are deeply thankful for the exceptional clients we have had the privilege to work with over the years, whose vision and drive is inspirational. Collaborating with some of the most talented marketing minds across the region has been a true honour, enriching our journey and pushing us to consistently deliver our best. I owe a special tribute to the late Prof. the Hon. Arnold Foote OJ, CD, JP our founder and my father who was a remarkable figure and whose mentorship has left a lasting impact on the industry in the Caribbean. His expertise and commitment to the industry set a powerful example, one that we carry forward with pride and gratitude. Looking to the future, Arnold tells us that over the next 18 to 24 months, The AdMark Network will focus on expanding its content creation capabilities and executions, particularly for broadcast and streaming platforms. As for Arnold? “I truly love what I do, and I’m driven by an enduring curiosity and commitment to learning,” he tells us. “There’s a 21-yearold within me who insists on continually seeking out new skills and knowledge to stay energised and relevant. For me, building on our current success means staying shoulder to shoulder with the team, continually immersing myself in the evolving landscape of our industry. With the next generation Danielle Foote, my eldest daughter already active within the agency walls, I am truly looking forward to what the future holds.” Contact: Arnold Foote Company: The AdMark Network Web Address: https://theadmarknetwork.com/ Sep24140
Leading with Values and Vision
CEO MONTHLY / ISSUE 8 2023 9 Spotlight on Rebecca Sutherland, Entrepreneur, Investor, Business Coach and Mentor Rebecca Sutherland is no ordinary business leader. Having built multiple successful ventures, Rebecca’s entrepreneurial spirit is deeply ingrained. “It’s just who I am,” she says. “I struggled being an employee, so becoming an entrepreneur was the only option.” Her passion for spotting problems and applying her expertise to solve them has driven her throughout her career. But, more than anything, it’s her unwavering commitment to shared values that defines her leadership. Leading with Values As both an entrepreneur and investor, Rebecca’s approach to backing businesses goes beyond the typical numbers game. “For me, it’s all about values. I need to know that the person I’m investing in has honesty, integrity, and a real passion for making things better,” she explains. It’s not just about the idea—Rebecca looks for alignment in vision and a willingness to manage expectations. “If someone has a great idea but they’re not executing well, I can help with that. But first, our values have to align.” Challenges in a Male-Dominated World Rebecca has navigated industries where women are often underrepresented, facing her share of bias and unprofessionalism. “I’ve been asked to speak to ‘the man in charge’ or had people complain about me to my husband, who is also my business partner. Men don’t face the same scrutiny women founders do.” She’s determined to change these narratives. Titles like ‘Mumpreneur’ are something she understands but doesn’t apply to herself, despite having children and being a working mum, “I’m trying to change things, and not everyone likes it.” Imposter Syndrome and Overcoming Self-Doubt Despite her achievements, Rebecca admits to struggling with imposter syndrome. “It’s hard to back yourself sometimes, especially as an entrepreneur. You’re juggling so much that it’s difficult to focus on your wins.” Her advice for overcoming these challenges? Build a strong team who believe in you and share your values. “They remind me of my successes and help me reflect on the lessons learned from my mistakes.” Female Entrepreneurs Bring Something Different Rebecca doesn’t engage in the men-versus-women debate as she believes in the best person for the job, but she does believe women can sometimes bring a unique perspective to the boardroom. “Female entrepreneurs often have less ego and a greater focus on value and purpose.” She’s also a firm believer in the power of representation. “Having women in leadership roles encourages diverse entrepreneurship and helps drive funding to womenowned businesses, plus it helps inspire the younger female generations who want to be entrepreneurs.” Business Achievements and What Keeps Her Moving One of Rebecca’s proudest moments was selling her first business, a lettings agency. “I turned it around in six months and did it all on my own. It encouraged me to continue and start other projects.” For Rebecca, adding value is what truly motivates her, not just financial success. “Money gives options, but it’s not the motivator. Creating something meaningful is.” Her approach to work-life balance is clear: “I don’t believe in working 80 hours a week to be successful. Missing out on family experiences isn’t worth it, and I communicate that to the people I invest in. My first question to them is, ‘What do you want your life to look like?’ “ Advice for Female Founders For women seeking investment, Rebecca’s advice is simple: “Find your people. Surround yourself with like-minded individuals who have done what you want to do—ask for help and build a strong network.” Rebecca stresses the importance of having a support system, especially in tough times. “The people I’ve met through networking have positively impacted my career. If it weren’t for them, I wouldn’t be where I am today.” What’s Next for Rebecca? Looking ahead, Rebecca isn’t focused on a particular industry but is excited about supporting individuals doing things differently, if their values align with hers. “The sector is irrelevant to me—it’s all about the people and the impact they want to make.” With her clear leadership, values-driven approach, and passion for empowering others, Rebecca Sutherland continues to be a formidable force in the world of business. Rebecca Sutherland Bio Rebecca Sutherland is an investor and entrepreneur with a passion for turning overlooked businesses into market leaders. As the Founder of Aluminium Fire Systems, she has built a reputation for reshaping industries by transforming “boring” businesses into opportunities for growth. Rebecca specialises in identifying potential where others see roadblocks, driving profitability through innovative solutions and strategic direction. With a strong focus on business acquisitions and turnarounds, Rebecca doesn’t just invest in companies—she redefines what’s possible. Her ventures, including PITCHINVEST and Harbar Six Limited, are dedicated to fueling the rise of founders who refuse to play by the old rules. She’s on a mission to back visionary leaders who challenge assumptions and disrupt the status quo in their industries. Originally from Birmingham, Rebecca’s reach extends across international borders connecting growth-oriented businesses with the resources they need to thrive. Her unique ability to bring investors and entrepreneurs together has enabled countless ventures to achieve success on their own terms. For Rebecca, it’s about more than just the bottom line. She believes in empowering teams, fostering creativity, and ensuring that people—not just profits—are at the heart of every business. Whether she’s guiding emerging leaders, scaling businesses, or investing in disruptive ideas, her commitment to shaping the future of UK business is undeniable. With a growing community of 10,000+ followers, Rebecca is leading the charge for founders who are ready to break boundaries and turn their bold visions into reality. Rebecca Sutherland | LinkedIn
CEO MONTHLY / ISSUE 8 2023 10 Despite being a clear focus for companies across a wide array of industries, it’s expected that numerous AI or machine learning initiatives will become stuck in the pilot phase over the next 12 months, with this stagnation commonly referred to as pilot purgatory. Gartner estimates at least 30% of generative AI (GenAI) projects will be abandoned after the proof of concept (PoC) phase by the end of 2025, primarily due to poor data quality, inadequate risk controls, escalating costs or unclear use cases. Developers can earn buy-in from leadership teams by clearly conveying how AI projects deliver value and align with key business objectives According to Bartek Roszak, Head of AI at STX Next, development teams should consider a project’s feasibility and potential from the outset to earn the backing of the C-suite and successfully transition from PoC to production. Roszak said: “A swathe of companies have rushed to implement GenAI solutions, but the reality is that the bulk of these projects will never come to fruition. Gartner’s prediction that 30% will be abandoned looks to be conservative at this stage – this figure is more likely to be around the 75% mark. “For many C-suite leaders, AI is still relatively new, which can create hesitation when it comes to making considerable investments in the technology. To gain their support, it’s important to first present a clear outline depicting how AI can transform the business and satisfy long-term goals. “After establishing the vision, the next step is to introduce low-risk pilot projects that deliver quick, measurable returns. These pilots help prove AI’s effectiveness and demonstrate that more ambitious goals are achievable, which builds confidence and trust among key individuals in the proposed strategy. “AI projects, like any other, must ultimately deliver clear business value. When we say AI strategies should align with business goals, it simply means that before a project even begins, there must be a well-defined objective and a consistent way to measure whether or not targets have been achieved. “The reason we emphasise this so much now is that, in the past, many companies treated AI implementation as a goal in itself. This has led to myriad pilot projects failing to reach production because it was difficult to justify significant investment in something that didn’t clearly benefit the company.” Roszak also believes development teams must contain strong leaders, capable of working with a range of stakeholders, to deliver AI deployment. “Leaders need collaboration and communication skills to foster effective teamwork between AI experts, subject matter experts, and other stakeholders to encourage everyone to work towards shared objectives. Agility and flexibility are also key for adjusting plans and resources as challenges arise, keeping the project on track. “A strong technical understanding of AI enables informed decision-making and helps balance innovation with feasibility. Finally, effective change management is essential for navigating organisational shifts, securing buy-in and ensuring smooth AI adoption.” Roszak concluded: “Successfully scaling a GenAI project requires a solid strategy and a well-structured AI roadmap that enables a seamless journey from PoC to production, with no room for PoCs that are impractical or too costly. Following these steps can win the support of the C-suite and help initiatives avoid the dreaded pilot purgatory phase.” Avoiding AI Pilot Purgatory Requires Full Support of the C-Suite
CEO MONTHLY / ISSUE 8 2023 11 C-Suite Burnout: Is Your Business Encouraging Sabbaticals? In today’s fast-paced corporate world, the wellbeing of C-Suite employees is increasingly under threat. According to a landmark study by Deloitte, 70% of C-Suite executives interviewed were at risk of burnout and considered moving to organisations that offer better workplace cultures. This alarming statistic raises fresh questions about how businesses can improve their wellbeing support to help retain staff and precent burnout. David Banaghan, Interim CEO at recruitment software experts: Occupop said: “With 20% to 50% of employee turnover a result of burnout, burnout is a pressing concern for businesses and HR departments in particular. “One option to combat this could be the use of sabbaticals which can have restorative health benefits while improving your internal staff retention statistics.” We explore how businesses can enhance their wellbeing initiatives, with a particular focus on the benefits of sabbaticals. The importance of C-Suite wellbeing As the highest management level in any given organisation, C-Suite executives are often the driving force behind a company’s strategic vision and long-term success. Despite this, C-Suite wellbeing can often be overlooked with 73% of C-Suite reporting they don’t feel able to take time off work and fully disconnect. While 20% of UK workers experience burnout, it can be particularly detrimental at executive level because it affects not just the individual, but also the entire organisation. Stressed and overworked leaders may consequently struggle to make clear decisions, foster innovation and effectively guide their teams. Over time, this can erode company culture and employee morale, leading to higher turnover rates and a decrease in overall performance. To mitigate these risks, businesses need to take proactive steps to support the wellbeing of their executives. By doing so, they can retain top talent, ensure long-term leadership stability and create a more resilient organisation. Can sabbaticals be a powerful tool? One of the most effective ways to support the wellbeing of C-Suite executives is through sabbaticals. A reported 90,000 UK professionals are estimated to take a career break each year with a further 62% saying they’d take one if it were an option. Historically, sabbaticals have been rare outside of academic professions, yet businesses are starting to embrace their benefits: affording executives the opportunity to recharge and return with renewed energy and a greater sense of perspective. The benefits of sabbaticals are well-documented. In the UK, 50% of respondents who took sabbaticals did so relieve stress: 43% of which reported improved mental health as a result. For executives, a sabbatical offers a rare chance to reflect on their personal and professional goals, explore new ideas and gain fresh perspectives. This period of reflection can lead to greater clarity in decisionmaking, improved leadership skills and a deeper commitment to their role. Encouraging sabbatical uptake Despite some clear benefits, many executives may – understandably – be hesitant to take sabbaticals. When asked why C-Suite executives were reluctant to take time off, 24% reported having too much work to do while 22% questioned whether others would be able to cover for them while away. Businesses can play a crucial role in encouraging sabbatical uptake by addressing these concerns and fostering a culture that values and supports employee wellbeing at all levels. Here are some practical tips to encourage uptake: Create a sabbatical policy If you are considering employing a sabbatical policy, be clear around what expectations are. Having a clear and well-communicated sabbatical policy is the first step in encouraging executives to take time off. The policy should outline the eligibility criteria, duration of the sabbatical, and any expectations around communication and workload management during the break. By providing a structured framework, companies can make it easier for executives to plan their sabbatical and feel confident that their absence will not negatively impact the business. Promote the benefits Businesses can promote the mental and physical health benefits of taking an extended break through internal communications, wellness programs and workshops. By highlighting the positive impact that a sabbatical can have on stress levels, companies can make a case for why executives (who may be silently suffering) should openup and prioritise their wellbeing. Provide support for roles in transition Clearly, not all businesses will be set up to allow for sabbaticals and this may only be done in exceptional circumstances. One of the main concerns around sabbaticals will be how responsibilities are managed in an employee’s absence. To address this, businesses can provide support in the form of succession planning, crosstraining or interim leadership appointments. By ensuring that there is a clear plan in place for managing the executive’s duties, companies can help alleviate the anxiety around taking a sabbatical. Conclusion In an era where nearly 70% of C-suite executives are considering leaving their organisations for better wellbeing support, businesses cannot afford to ignore the importance of executive health. A sabbatical may be an effective means of addressing this and is not just beneficial for the individual – but your organisation as a whole. By David Banaghan, Interim CEO at Occupop
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