Issue 8 2024 The Pinnacle of Specialist Security Featuring: smzh ag: Clarity, Commitment, Collaboration Former Royal Military Police officer Tracy Webster established Pinnacle Risk Consultancy, a renowned specialist security services business, back in 2016. This veteran-owned UK business today possesses offices in Yorkshire, Manchester, and London, tactically offering it close proximity to the UK’s major cities and easy access to many of its most bustling towns and counties. With Tracy being recognised as the Most Influential Female CEO 2024 - UK (Security and Protection), we catch up with her to find out more about her journey and this incredible operation.
Welcome to the August 2024 issue of CEO Monthly. As always, CEO Monthly is dedicated to providing the latest news and features across the business world to our readership. By sharing knowledge, insights, expertise, and success stories from around the globe, we aim to inspire individuals and promote positivity in a world that is in a constant state of evolution. Gracing our front cover this month is none other than Tracy Webster, Founder and CEO of Pinnacle Risk Consultancy and our Most Influential Female CEO 2024 – UK (Security and Protection). A former Royal Military Police Officer who has spent years working in the specialist security industry, Tracy leverages her experience to lead a high calibre team that provides ultra-high-net-worth clients with world-class security services to ensure they are supported and protected at all times. We speak to Tracy to learn more about her career and the outstanding work of her company. We are also pleased to be featuring our awardwinning CEOs from the industries of insurance and mortgage solutions, and mining services. Each CEO that we get to know in this issue has proven themselves to be an extraordinary leader who continues to lift their teams and businesses to incredible heights. We hope you find each story to be inspiring and insightful towards your own professional journey, and we look forward to welcoming you back again soon for our September issue. Rebecca Scotland, 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. News 6. Pinnacle Risk Consultancy: The Pinnacle of Specialist Security 8. smzh ag: Clarity, Commitment, Collaboration 10. Gravitas Minerals: The Mineral Separation People 11. 5 Signs Your BusinessPartner Is A Green Flag 12. Breaking Barriers: Bridging the Cybersecurity Gender Skill Gap 13. Leading With Kindness Is Better For Business 14. Why Relational Leadership Trumps Other Management Styles Contents
NEWS Auria Announces Appointment of QiuMing Yang as President and CEO as Brian Pour Steps Down
Artist-owned cooperative realigns to offer evolved visual media partnerships to brands through stock visuals, custom curations and progressive representation. Stocksy – the artist-owned visual media cooperative specializing in culturally relevant and progressive imagery – today announced the hiring of Trace Cohen as their new CEO. Cohen joins with a 30-year tenured career in creative media and marketing for world-leading brands and agencies and brings a fresh service model, community design approach and technology strategy to the world of creative stock visuals. With a strong history of driving business growth for organizations through a brand-first lens, Cohen delivers proven success in community-building, artist support, and values-driven leadership to Stocksy’s cooperative business model. Stocksy’s highly curated stock visuals collection of over 2 million images and video, direct access to collaborative content sourced from 1,800 member-artists globally, and over 20 years combined staff curatorial experience provides the foundation for her transformed visual media partnership approach. “Creatives have never been so pressed as they are today to get the best and most culturally relevant visuals into their work”, says Bruce Livingstone, Co-founder and Chair of the Board for Stocksy. “Trace brings an eye for creative brand building and the heart to lead our co-operative.” New focus on Visual Media Partnerships In a media landscape and technological era where authenticity is essential, digitally overwhelmed teams face established and emerging challenges. Marketers and creatives pursue ways to effectively scale their brand imagery with representative visual media - with limited time, budgets, and creative resources. Stocksy’s new service model for visual media partnerships enables brands and agencies to work directly with Stocksy’s professional curators and member artists to source visuals that resonate in a world where conscious visual storytelling is paramount. Images and video are curated from Stocksy’s existing collection and/or sourced directly from our diverse class of 1,800 member artists worldwide. “Stocksy’s curated collection isn’t just about visuals; it’s about storytelling. It’s about sparking new ideas and representing the diverse perspectives of our global community,” says Trace Cohen. “Supporting and collaborating with modern brands to create the authentic, insightful, and relevant content needed in today’s market is our focus and design for tomorrow. Together, we’re redefining what it means to create visual media in a world of conscious consumerism.” Stocksy welcomes new CEO Trace Cohen to lead visual media transformation Auria, a leading supplier of highly engineered systems for automotive acoustics, textiles and cargo management for gas and electric vehicles, today announced the appointment of QiuMing Yang [CHOO-ming Yahng] as the new president and CEO, effective July 22, 2024. Yang succeeds Brian Pour, who is stepping down after leading the business for the past seven years since its inception. Yang has served as Auria’s executive vice president and managing director for Asia/ RSA operations since the company’s formation in 2017, in which time he has expanded the company’s customer base, while adding five new manufacturing facilities in the region. Yang will be based in the company’s operational headquarters in Southfield. “We are fully confident that Qiuming Yang’s thorough understanding of the business and his impressive career achievements make him ideally suited to seamlessly transition to the president and CEO role. We congratulate Yang on this well-deserved appointment!” said Board Chairman, Zhijun Lu. Yang said, “I am honored for the opportunity to lead this great company and our talented employees. It has been a privilege to work alongside Brian, and I am excited to continue building upon the foundation and momentum established under his leadership. As we continue driving towards our ambitious financial targets and sustainability standards, I know that the future is bright for Auria!” Pour said, “Auria has been an important part of my life over the last 7 years. I am filled with pride for what we, as a team, have achieved together. Together, we have transformed Auria from a startup joint venture to a global leader in automotive soft trim and acoustic systems. I’ve worked closely with Yang for 20 years at Auria and its legacy companies and have complete trust and confidence that Auria will continue to build on its success and thrive under his leadership.” Lu said, “On behalf of the entire Board of Directors, we would like to thank Brian for his exceptional leadership and the invaluable impact he made on Auria. He was instrumental in building Auria into the company that it is today and setting the organization on a path for continued success. We wish him much success in his future endeavors.”
CEO MONTHLY / ISSUE 8 2023 6 The Pinnacle of Specialist Security hen it comes to security, there is no such thing as a uniform approach. Every situation and every client is different, and so too is the solution that needs to be applied to their case. Offering a fully bespoke and tailored service that expertly covers all of the nuances of a particular brief, Pinnacle Risk Consultancy is, as its name suggests, at the very top of the pack when it comes to specialist security services. From close protection to TSCM (technical surveillance counter measures), this encompassing service covers all possible bases. Pinnacle Risks offers these highend, specialist security services to a range of diverse clients across the globe, from ultraMay24713 Former Royal Military Police officer Tracy Webster established Pinnacle Risk Consultancy, a renowned specialist security services business, back in 2016. This veteran-owned UK business today possesses offices in Yorkshire, Manchester, and London, tactically offering it close proximity to the UK’s major cities and easy access to many of its most bustling towns and counties. With Tracy being recognised as the Most Influential Female CEO 2024 - UK (Security and Protection), we catch up with her to find out more about her journey and this incredible operation. W high-net-worth individuals to celebrities and even members of royal families, as well as at-risk professionals, corporate and commercial entities, and anyone else requiring security within the workplace. Regardless of the client, the company operates with “Presence of Mind”, something that extends to all of its highly experienced male and female bodyguards and field experts deployed both in the UK and worldwide. Thanks to a background in the Royal Military Police and a wealth of experience working in the Specialist Investigation Branch, Pinnacle Risk’s CEO is more than qualified to lead in this sector. In the years since stepping away from the military, this former Redcap has spent her time further honing the skills she picked up during her service, developing by working with the likes of surveillance techniques and on undercover deployments. Whatever the nature of the mission, Tracy acts with a hands-on approach and a strict adherence to legal parameters. Having worked within the private security industry now for the better part of two decades, it pays to go back to the beginning of Tracy’s career to fully appreciate the impact that she continues to have in this setting. In 1996, 17-yearold Tracy Webster decided to pursue her interest in law enforcement and the armed forces, signing on to serve her queen and country for the Royal Military Police. This was far from the norm at the time, particularly for a young woman from a small farming village nestled in the Yorkshire Dales. Many people questioned this decision, and Tracy enjoyed spending the next seven years proving them wrong. Commenting on her time served with the armed forces, Tracy explains, “I learnt so much and my time in the military provided a superb foundation for the rest of my life.” From teaching her the importance of high standards to showing her what it takes to pull together and work as a team, it is the skills Tracy first attained in the Royal Military Police that continue to guide Pinnacle Risk Consultancy to success to this day. As her career in the armed forces began to wind down, Tracy was already looking at transferring her skillset to the private security industry, a move she saw as an obvious and welcome career change. Securing a position at a corporate security organisation shortly after, Tracy was responsible for managing a specialist security unit. Tracy would excel in this role for the next 12 years, until she made the leap in 2016 and set up her own business, a feat she attributes to the knowledge and experience afforded to her by peers and colleagues. Nearly eight years on, Tracy has built Pinnacle Risk into an accredited, leading consultancy firm comprised of a close-knit team of male and female industry professionals. Approximately 85% of this team consists of former military personnel, and the diverse nature of this highly skilled workforce aligns perfectly with the increased demand
CEO MONTHLY / ISSUE 8 2023 7 for female bodyguards and protection officers. Many female clients prefer working with a female protection officer as they feel more comfortable being protected by a woman. “I am a champion of women in business, especially those operating within the private security sector, as we are a small and rare commodity. I see the value of us supporting each other not just in the United Kingdom, but on a global scale.” A female owner, CEO, military veteran, and trained bodyguard all rolled into one, the role that Tracy plays in the success of the business is crucial. With her background and skillset, she is the company’s unique selling point. Clients from all over the world seek out the business to leverage this knowledge for their own gain, and Tracy collaborates closely with her team to see that this is carried out with maximum impact. Developing this team and ensuring that they thrive in their roles is one of Tracy’s most pressing priorities as CEO. Whilst the welfare of her team and clients is of the utmost importance, Tracy tells us that she refuses to micromanage during deployment, solely because she has faith in the capability of her executive staff to deliver excellence. This is just one of many managerial traits that Tracy picked up during her time serving the nation, a tenure which has influenced her leadership approach no end. The core values that Pinnacle Risk has adopted also largely stem from the British Army, prioritising the likes of trust, teamwork, and leadership above all else. For Tracy, getting stuck in is another big part of her duties. She explains, “when time allows, I operate as a personal protection officer on the ground with my teams. This allows me to maintain my skillset as a protection officer and affords me time with my staff that I wouldn’t ordinarily have.” She continues, “it also allows an opportunity for me to see the quality of my staff operating live on the ground, ensuring they are maintaining the highest standards. I feel this compliments my leadership style and creates stronger bonds amongst my staff.” Unsurprisingly, work of this nature can be stressful for extended periods, sometimes weeks or months at a time. To counteract this, the team pull together as a unit and constantly support one another. As an extension of this, Tracy also strives to remain approachable, transparent, and respectful across all interactions with her team. She puts it best when she says, “I am a firm believer that if my operators are supported by me and enjoying their roles professionally, this reflects hugely on the experience of clients engaging with Pinnacle Risk Consultancy.” It is also important to note that the company is heavily involved with the Armed Forces Covenant (AFC), and Tracy and co. pledge to support the defence community, veterans, and reservists, as well as their families, across the business. A Proud AFC signatory and holder of the Employment Recognition Scheme Gold Award, Pinnacle Risk Consultancy is essentially an extension of the success of the British Armed Forces, mixing its remarkable values with a suite of professional services that guarantee personal protection of the highest standard. Well-versed in everything from female bodyguard services through to TSCM bug sweeps and physical penetration testing, Pinnacle Risk Consultancy takes the safety of its clients incredibly seriously. For its suite of specialist security services and the ongoing dedication that it has across this challenging sphere, we celebrate the company’s visionary leader with this award. Having come a long way from the small Yorkshire village in which she was raised, Tracy Webster is today a pioneer, a leader, and an influential CEO. Contact: Tracy Webster Company: Pinnacle Risk Consultancy Web Address: www.pinnacle-risk.com
Clarity, Commitment, Collaboration
CEO MONTHLY / ISSUE 8 2023 9 Jun24647 As CEO and Managing Partner of smzh ag (smzh), Gzim Hasani embraces a transformational leadership style that encourages collaboration. He works to inspire trust, foster growth, and align his team’s efforts with organizational objectives. This enables the delivery of personalized financial advisory services that empower individuals and SMEs to achieve their goals. Gzim has been named Most Influential CEO 2024 - Switzerland (Insurance & Mortgage Solutions). We speak to him to learn more about his exceptional leadership, his career, and the company that he leads with pride. In his role as CEO, Gzim Hasani leads the strategic direction and operational management of smzh ag. “Every task, no matter how small, contributes to our larger purpose. By approaching each day with clarity, commitment, and collaboration, we transform routine actions into meaningful contributions towards our shared goals. Everyone in the company understands their contribution to the smzh vision and lighthouse,” he explains. Gzim’s journey within the world of finance began in 2009 at Credit Suisse, where he quickly took on responsibility for ultra-high-net-worth individuals (UHNWIs). From there, he moved to Julius Bär, working in the directorate. In 2018, he founded Impegno & Partners, and subsequently took over smzh ag. Starting with just five employees, he has grown the team to over 150. Today, Gzim leads a team that embodies an entrepreneurial attitude to drive innovation and growth. “With short decision-making processes and a flat hierarchy, we respond swiftly to opportunities and challenges. Risk-taking is encouraged within our organization, and I play an active role in maintaining and nurturing this dynamic internal culture.” He places great importance on being a positive role model, for his team and within the industry, and on personifying the core values of smzh: Responsibility, Customer Orientation, Trust, Long-Term Entrepreneurial Spirit, and Independence. Gzim goes on to tell us about his approach to leadership: “Over the years, my leadership style has evolved from a focus on goal and deadline setting to a more employeecentred approach. I prioritise fostering an environment where team members feel empowered to innovate and take on new challenges.” Underscoring this is his mantra of “Collaboration: Achieving goals requires teamwork and cooperation, leveraging collective strengths to achieve shared objectives”. His ambitious team leverage their extensive expertise and specialised knowledge to deliver customised solutions that are perfectly aligned with each client’s specific needs. Through its all-in-one service, smzh is its clients’ trusted partner for every financial, insurance, real estate, tax, and legal need, ensuring their success at every stage of their life. “We provide all our clients with access to top-tier financial services, regardless of their wealth or experience. Our advisory services are free for clients, with smzh earning fees from partner products. This creates a low entry barrier and is unique in the industry,” Gzim explains. This isn’t all that gives smzh a competitive edge, as smzh also implements advanced technology in order to equip and support its advisors whilst maintaining the essential human touch that – not only clients demand – but which smzh also strongly cares about. “Our client-centric approach and bespoke services set us apart from the competition. We focus on technological innovation to enhance our advisory capabilities. Our holistic approach to wealth planning considers all private, legal, and tax perspectives to provide comprehensive financial planning.” smzh has seen rapid growth, which Gzim tells us has required continuous adaptation and a learning mindset. This has created numerous exciting opportunities for team members to grow into new roles, develop innovative solutions, diversify their skills, and foster a culture of versatility and excellence. This entrepreneurial attitude and can-do spirit enable them to welcome new challenges and drive forward-thinking solutions. Creating such a dynamic environment has been instrumental in the company’s success and maintaining its competitive edge. However, while fast growth is a fantastic achievement, it doesn’t come without its hurdles, such as resource constraints and the need for effective prioritisation. Gzim’s dedication towards promoting a culture of continuous learning and open communication has helped the company to overcome these challenges, with its training designed to enhance adaptability and resilience. Gzim views it as important to adapt to each team member’s learning curve and ensure that no one feels overwhelmed or sidelined, saying, “This awareness has helped mitigate potential issues and foster a more cohesive and motivated team environment.” So, what do smzh’s clients say about their experience of working with the company? One delighted individual shares, “I have been thoroughly impressed by smzh’s commitment to providing top-quality financial services to its clients – to me. One of the things I appreciate most about smzh is their attention to detail. They take the time to thoroughly understand their clients’ unique financial situations, and then work diligently to develop tailored solutions that meet those needs. Whether it’s investment management, insurance, or other financial services, smzh has consistently demonstrated a deep understanding of the industry and a commitment to delivering the best possible outcomes for me and my situation.” Ultimately, it’s clear to see how smzh has accomplished such incredible success. With Gzim Hasani at the helm and an excellent team behind him, the company’s growth has accelerated significantly, whilst leaving an array of overjoyed clients in its wake. Gzim’s leadership is nothing short of extraordinary, making him a deserving recipient of the Most Influential CEO Awards 2024. Now, smzh has its sights set on the next 12 months and beyond, with no intentions of slowing down. The company plans to expand its service offerings and enhance its technological capabilities. Additionally, it plans to open six new locations in Switzerland and increase its international footprint to serve a global client base. In terms of his own plans for the future, Gzim will be looking to develop his leadership skills and deepen his knowledge of emerging trends in the financial industry. He tells us that he will also aim to mentor the next generation of leaders within the company to ensure their success. He will also continue to value exchanges with other leading personalities, with this networking and his additional entrepreneurial activities and mandates helping him to expand his horizons and push the boundaries of what is possible. Above all else, Gzim Hasani’s goal is to continuously develop himself, his people, and thereby the entire company, offering people perspectives and being a reliable partner for the long run. Company: smzh ag Contact: Gzim Hasani Email: [email protected] Website: www.smzh.ch
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CEO MONTHLY / ISSUE 8 2023 11 5 Signs Your Business Partner Is A Green Flag Launching a business is an adventure, but let’s be honest, navigating the entrepreneurial journey alone can feel like scaling a mountain with one arm tied behind your back. That’s where the power of a rock-solid business partnership comes in. A good partner complements your strengths, shares your vision and becomes your co-pilot on the road to success. But how do you identify a potential partner who’s not just a warm body, but a true green flag – a positive indicator of a thriving and prosperous partnership? To shed light on this crucial aspect of building a business, we turn to FatRank founder James Dooley who dives into the key signs that your business partner is a green flag. 1. Transparent Communication Open and honest communication is the bedrock of any strong relationship, business included. Your partner should be comfortable discussing challenges, ideas, and concerns freely. As James puts it, “Trust is the foundation of collaboration. When communication flows freely, decisions can be made quickly and efficiently, fostering an environment of trust and mutual respect.” 2. Shared Values and Goals Imagine trying to drive a car with one person wanting to go north and the other south. It would be a headache! A successful partnership thrives on shared values and goals. James says, “This doesn’t mean you need to be identical, but you should have a common vision for the future of the business and core values that guide your decision-making.” 3. Complementary Skills Just like puzzle pieces, the best business partners complement each other’s skill sets. Maybe you’re a marketing whiz, while your partner excels at finance. Perhaps you’re the visionary, and your partner is the detailoriented executor. By bringing different strengths to the table, you create a well-rounded team that can tackle any challenge. 4. Mutual Respect Respect is a two-way street. A good business partner values your ideas, expertise, and opinions. They are open to constructive criticism and willing to compromise when necessary. “This mutual respect fosters a collaborative environment where both partners feel heard and valued, leading to a more fulfilling and productive partnership,” James tells us. 5. Track Record of Reliability and Accountability Knowing you can count on your partner is crucial. Look for someone with a proven track record of reliability and accountability. “They meet deadlines, follow through on commitments, and take ownership of their responsibilities,” James advises. This builds trust and ensures a smooth workflow, allowing you to focus on strategic growth. By recognizing these green flags, you can build a strong foundation for a successful business partnership. Partners who communicate openly, share values, possess complementary skills, respect each other, and hold themselves accountable are more likely to navigate challenges, seize opportunities, and propel your business towards long-term success. “So, the next time you consider a business partnership, keep your eye out for these green flags,” James concludes. “They might just be the key to unlocking your company’s full potential.” Nov23008
CEO MONTHLY / ISSUE 8 2023 12 A perfect storm is brewing in the cybersecurity sector where an increase in cyber threats is compounded by a major skills shortage and lack of women representation. Cyberattacks can shut down infrastructure, close businesses, drain bank accounts, and more. Protecting systems and data from sophisticated hackers has never been so important, and the value of the global cybersecurity market is predicted to reach an eyepopping £340 billion in 2030. Despite the industry’s apparent wealth, a worrying dearth of cybersecurity professionals, especially women, currently exists. A mere 24% of the global cybersecurity workforce are women. From recruitment challenges to the gender pay gap, cybersecurity services provider, ramsac, is exploring reasons for the glaring absence of women in cybersecurity, and why solving this problem could go a long way to plugging the skills gap and improving diversity. Gender Bias Towards Men Discrimination against women – both conscious and unconscious – appears rife in the cybersecurity industry in 2024. Studies have found that 51% of females who work in cybersecurity have experienced some form of gender discrimination compared to just 15% of men. These figures further prove how deep-rooted discrimination towards women is in cybersecurity, and why it’s likely to be off-putting for females considering a career in the industry. Gender Pay Differences Alongside the cybersecurity skills gaps is a significant gender pay gap where male cybersecurity workers are paid more than their female counterparts. In fact, the latest figures reveal that in the technology and cybersecurity industry, a staggering 91.1% of companies with 250 or more employees pay their male workers more than their female staff for performing the same job. This makes the tech industry one of the worst offenders when it comes to delivering equal pay, with the gender pay gap standing at 16%, much higher than the UK national average of 11.6%. Absence of Female Role Models The apparent lack of women in cybersecurity perpetuates the general view of it being a maledominated sector and a bit of a ‘boys’ club.’ With just onein-four cybersecurity workers being female, opportunities for women in this growing tech space have been limited – despite the continued growth of the global digital landscape. With only a small number of female figureheads to aspire to in cybersecurity, the perception of it being an industry mostly for men will continue until attitudes change. Recruitment Challenges Recruitment teams have been guilty of taking a narrow view when it comes to filling roles in cybersecurity. What does this mean? That recruiters only look for male candidates whose skills and technical experience exactly match those of the current workforce. This myopic approach and reluctance to hire women who require training – despite the general cybersecurity skills shortage – denies women the opportunity to learn new skills and launch a career in the field. How Can the Cybersecurity Industry Encourage More Women to Join? Develop More Cybersecurity Apprenticeships Apprenticeships are a great way to bolster an industry’s workforce, and the same is true of women in cybersecurity. Schemes like the UK Government’s cybersecurity qualification offer a significant starting wage that rises when candidates secure a permanent job. Not only do apprenticeships help to create a diverse pool of talent within the sector, but they also give women greater opportunities to gain practical experience within a working environment and learn the essential skills they’ll need for a future in cybersecurity. Deliver Equal Pay for Women As mentioned, the tech industry is notorious for paying women employees less than males. However, a recent survey of UK cybersecurity workers revealed that salaries for females in technology are increasing and that the gender pay gap is slowly narrowing. This suggests tech employers are working hard to bridge the gender pay gap by introducing standards for determining salary structures based on experience, relevant skills, and performance across all roles. Work Closely with Schools The UK Government is determined to engage with schools and support girls considering a career in cybersecurity. For example, more than 12,500 girls across the UK recently entered the National Cyber Security Centre’s 2023/24 CyberFirst Girls Competition which aims to encourage those aged 12-13 years to pursue an interest in technology and cybersecurity. An incredible 3,608 teams from more than 750 schools across England, Scotland, Wales, and Northern Ireland were involved, and the competition continues to grow each year. As you can see, the gender skills gap remains a serious problem in the tech and cybersecurity industry, with a lack of female workers and pay inequality among two of the biggest challenges facing employers. However, governments and cybersecurity companies realise they are missing a trick by excluding women from the cybersecurity workforce, and that female tech employees can provide an obvious solution for filling the skills shortages while making cybersecurity an inclusive space for everyone. Thoughts on this matter. Commenting on this, Rob May, the Executive Chair of ramsac – the secure choice, said “In the face of a burgeoning cybersecurity crisis, the underrepresentation of women in this sector is not just a missed opportunity—it’s a pressing challenge we must address. We are working in an era where cybersecurity threats loom larger and more complex, it’s clear that diversifying our talent pool is more than a matter of fairness—it’s a strategic imperative. By actively recruiting, retaining, and promoting women within the cybersecurity field, we’re not just closing the gender gap; we’re opening a gateway to enhanced innovation, perspective, and resilience in protecting our digital worlds. Diversity by every measure will result in diversity of thought and that is a brilliant tool for any of us in the cybersecurity industry. As industry leaders we all need to champion change and create a cybersecurity workforce that is as diverse as the challenges we face.” Breaking Barriers: Bridging the Cybersecurity Gender Skill Gap
CEO MONTHLY / ISSUE 8 2023 13 Leading With Kindness Is Better For Business Nice guys always finish last. Not true, says Joanna Knight OBE, Group CEO of Moneypenny, the UK’s leading provider of outsourced communications, a company consistently recognized as a Great Place to Work. This statement applies to business, love, life, sport, so many things. Just because it is a well-known saying; does it actually mean that it is true? For me, it isn’t, especially in the business world. Some would say that as a leader, you can’t always be nice, sometimes you have tough decisions to make and sometimes you are not going to be liked. They don’t have to like you; they have to respect you. Rubbish. Nice leaders do exist. And nice leaders can finish first. Sometimes you need to be the good guy and sometimes you need to be the bad guy. However, you can always lead with kindness. In a short-term, Wolf of Wall Street world those who are not concerned with anyone else will win. They will get there quicker through cheating, manipulation and using people because they won’t need them again. And, because people are generally nice themselves, they will probably get away with it. In the short-term. In the long-term, however, you need reputation, relationships and trust. And if you want people to trust you, you need to treat them well. It’s not a short-term strategy but it is an extremely powerful one and it is a sustainable one. Leadership takes on many forms and definitions but there is always room for the nice guy. It doesn’t mean that you are a pushover, and it is not a weakness. Here are some traits a kind leader express: People-powered Nice guys think about how their people want to work, what motivates them and what inspires them. They focus on who the individual is and how they can help them to become the best that they can be. They acknowledge that people have a life outside of the office, other responsibilities and embrace them as a whole. They create a safe environment for their people to excel. And when they see that you care for them, they will go the extra mile for you. Happy people make the world go round. And in focusing on people, you are showing that you understand them, that you empathise with them and that you value them. Compassion is a key trait for any leader. Productivity will fluctuate and things will go wrong. (Sometimes the best lessons are learned from mistakes.) But instead of pointing the finger of blame, find out why and ask how you can help. It is about empowering your people and taking a step back, creating a sense of responsibility and trust. It is about looking after your people physically and mentally, making work a place people actually want to go. Open and authentic No one is perfect. Holding your hands up and owning a mistake is just as important as the communicating and congratulating your people for their successes. In doing so you are being authentic and open, you are demonstrating strength, courage, and respect. Nice guys lead with openness and authenticity. They do not know everything. That is why they employ awesome people. They understand, listen, and hear. They praise a good job and give credit where credit is due. And in doing so they show that they value their people and give them more confidence and connection to the role that they own. Being open and honest in any organisation is important. As a leader you should be able to share how you are feeling and how things are going clearly and without fear. It is about being clear about what you know, what you are planning and what it means for people, in a way that your audience will understand. Walk the talk Do what you say you are going to do. Don’t say one thing and do another. Or have one rule for one and another one for everyone else. Nice guys lead with purpose, they live and breathe the talk and in doing so, their people respect them, and trust them more. There is always room to be kind. It does not have to replace anything in your leadership toolbox, simply add value to what you already have there. Nice guys don’t finish last. By leading with kindness, they elevate their team, establishing a robust and sustainable business model ready to tackle the challenges of a constantly changing business environment. Oct23629
CEO MONTHLY / ISSUE 8 2023 14 What do you do when you walk into an organization as the new leader and the organization is struggling with trust and morale issues from both employees and customers, recruitment and retention challenges, and reduced productivity? That was what faced me as the new chief executive of my organization. My solution was different than many leaders and considered risky and ill-advised by all but a few. I focused on encouraging and supporting the employees of the organization – as people. This meant getting to know something about them – their jobs, their concerns, and their lives as people beyond work. The employees’ trust had been broken many times over. How does a leader build trust and create credibility? To do this, I called on my experiences as an employee, I remembered all too well the feeling I had as employee – like I didn’t matter, I was just a cog in the wheel. I knew that my words and actions had to match, but even more than that – my intentions had to match too. I began to walk around the offices and schedule open office time – in person and virtually. I listened and learned. I fielded concerns, new ideas, and general complaints. Now, before you say that is not the job of the chief executive, pause a moment and consider the following. Where does the responsibility for the entire organization reside? According to a sign on the desk of President Harry S. Truman, “the buck stops here.” So, while CEOs might delegate the gathering of the issues to others, I believe that the responsibility for addressing them sits with the CEO. If you as the CEO do not know what these issues are, how can you fix them? Employees who do not believe the CEO cares about their problems will not raise them, instead, they fester and grow. In fact, when employees believe they do not matter at work shows in their output. The magnitude of a leader’s impact often extends far beyond what you may comprehend, often affect people’s lives beyond work. Recent studies from Deloitte, StudyFinds, and The Workforce Institute among many others, indicate that a person’s boss or job often negatively impacts their mental and physical health. I knew that treating employees as people and valuing them also impacts the entire in the organization from hiring to operations to results. As a new CEO, I needed to hear what the problems and concerns of the employees were, and I wanted to learn more about the employees who worked for me. I discovered that the employees needed technological tools to help with their work, but more importantly, they needed and wanted a leader who believed in and championed them. They found this in me. As a legal organization, there was a long-held belief that lawyers were always the answer. If there was a logistics issue, put a lawyer on it. Technology needs, sure, detail one of the lawyers. Public relations, sure a lawyer can handle that! Although the organization had a team of lawyers detailed to all these operational areas which pulled them off the primary work, the issues continued to grow. Lawyers are trained to research and advise, implementing usually requires subject matter experts. I found we had few of those. As luck would have it, we did have a subject matter technology expert who was also a lawyer! He suggested some technological enhancements that improved workflow for his colleagues and increased output. He also was instrumental in advising me on hiring the right subject matter experts to further develop our technological innovations. This led to more suggestions and solution-based ideas from the employees, some of which I implemented and gave the employees the credit. I fought for an increase in the budget to bring in more technology and hire additional people who could provide the support and assistance the employees and the organization needed. I also championed and acknowledged them by thanking and rewarding them for their hard work and celebrating milestones for them and the organization. What happened? I did not crash and burn – as some expected or wanted. This ill-advised leadership approach – relating to and engaging with employees as people – succeeded. Interestingly, results were where we saw the first success, increasing outcomes by 50 percent in year one of my leadership. Retention, morale, and recruitment followed in quick succession, supported by data and surveys. New technological tools combined with increased morale and retention led to results never thought possible – a 100 percent increase which held steady during my entire leadership tenure even during a pandemic. The reputation of the organization increased as employees recruited new employees. Customers and stakeholders were pleased. Other organizations began to ask how this happened, what was the secret? The secret ingredient is caring for, relating to, and investing in your most valuable resource – your employees. By dedicating time and effort to fostering authentic connections with your employees, you nurture and strengthen your most valuable assets AND demonstrate genuine respect and concern for those important to them. All of these people matter. Here are my take aways: 1. Show your employees that you care for them as people by putting them first – in every aspect of your organization – technology, processes, and communications. 2. Listen! Be seen and make yourself available to your employees and talk about life outside work – this was extremely important during the pandemic. 3. Invest your time in and on your most valuable resource – the people of your workforce – from office hours to walkabouts & publicly acknowledge the work and ideas of the employees. And KEEP DOING IT over and over again. What I found is the people who work for you want to know that you, their leader, is a human being – a person. And they want to know that you care about them as another human being – not just a part of the organizational machine. Why Relational Leadership Trumps Other Management Styles By Cheryl L. Mason, J.D.
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