CEO & Top Team Effectiveness

Korn/Ferry International
April, 2012

© 2012 Korn/Ferry International ALL RIGHTS RESERVED 1

 Critical moments define a top team: Failing to build and
cultivate the right team has significant consequences
Disruptions Implications

• New CEOs have a small window of opportunity to get their top team aligned and pulling
New CEO or Top in the same direction
Team Turnover • Newly formed teams often struggle to find their identity, resulting in poor performance
and in-fighting

• Innovation, increased competitive intensity, shifting consumer patterns – these

Marketplace disruptions require nimble top teams that work well together to formulate timely and
Disruption effective responses

• The new teams that emerge following a restructuring frequently struggle to integrate and
M&A / to become a cohesive unit
Restructuring • Most mergers fail to achieve synergy promises because the top team fails to get
alignment and deliver on the combined company’s strategy

• New business strategies may require skills and abilities that the existing team does not
currently posses
New Business • Realignment of the top team is often needed to ensure that the organization is structured
Strategy for success in a new strategic context
• To aggressively drive growth requires team member accountability

Poor • Poor team dynamics, misaligned priorities and “bad actors” at the top can all lead to poor
Performance organizational performance

© 2012 Korn/Ferry International ALL RIGHTS RESERVED 2

 Our Perspective
High performing top teams are unique and rely on an appropriate balance of
strategic, personal, and organizational leadership capabilities
Personal
 Balance and consistency between individual
(function) and team roles and responsibilities
 Commitment to personal growth, excellence, and
self-awareness
 Engagement and personal commitment to participate
and collaborate

Personal
Strategic Leadership Organizational

 Providing a clear and  Leading Mergers &

compelling vision for the Acquisitions
organization  Building organization
 Shared commitment to Team capability, including:
Dynamics
the execution of the Strategic Organizational • Talent
business strategy Leadership Leadership • Innovation
• Processes
 Driving corporate cost
reduction initiatives

© 2012 Korn/Ferry International ALL RIGHTS RESERVED 3

 Personal

Our Approach Leadership

Address the strategic, personal, and organizational drivers affecting Strategic

Leadership
Team
Dynamics
Organizational
Leadership

team dynamics and performance

Examples of Maximizing Effectiveness

• Clarify the business agenda and facilitate as the team defines strategy and
goals together
Strategic • Ensure buy-in and alignment
Leadership • Help top team understand and map the organization’s capabilities and
individual competencies needed to win with the strategy

• Assess individual top team members using a full suite of time-tested,

research-backed proprietary assessment tools
Personal
• Provide one-on-one coaching with individual leaders to help them
Leadership understand their strengths and development needs both as functional
leaders and as members of the senior team

• Ensure team conditions, skills, and processes are in place for the senior
team to achieve high performance
Organizational • Test the team composition. Ensure they have the right leaders with the right
skills and competencies to support the team’s success
Leadership
• Help create role clarity and role alignment for top team members
• Implement a succession plan for sustainable top team results

© 2012 Korn/Ferry International ALL RIGHTS RESERVED 4

Our Global Team
North America
Expert Contact

Peter Uher, Sr. Partner - Atlanta, GA Phone: +1 (404) 222-4041

Global Lead – Senior Team Effectiveness Practice E-mail: peter.uher@kornferry.com

Peter Thies, Sr. Partner - New York, NY Phone: +1 (212) 984-9402

Industry Leader, Financial Services E-mail: peter.thies@kornferry.com

Europe, Middle East, Africa

Expert Contact

Brigitte Morel-Curran, Sr. Partner - Zurich, Switzerland Phone: +41 43 366 77 83

Regional Leader – Leadership and Talent Consulting Practice, EMEA E-mail: brigitte.morel-curran@kornferry.com

Jim Tapper, Sr. Partner – London, UK Phone: +44 20 7024 9052

Country Leader – Leadership and Talent Consulting Practice, UK E-mail: jim.tapper@kornferry.com

Asia Pacific
Expert Contact

Anita Wingrove, Sr. Partner – Melbourne, Australia Phone: 61-3-9631-0344

Country Leader – Leadership and Talent Consulting Practice, Australia E-mail: anita.wingrove@kornferry.com

South America
Expert Contact

Alexandre Fialho, Sr. Partner – Sao Paulo, Brazil Phone: +55 11 2114 2208
President – Latin America Leadership and Talent Consulting Practice E-mail: alexandre.fialho@kornferry.com

Gabriela Castro, Sr. Partner – Bogota, Colombia E-mail: kfi-col@kornferry.com

Office Managing Director – Bogota

Marco Munoz, Sr. Partner – Santiago, Chile Phone: 56-2-233-4155

Office Managing Director – Santiago E-mail: marco.munoz@kornferry.com

© 2012 Korn/Ferry International ALL RIGHTS RESERVED 5

© 2012 Korn/Ferry International. ALL RIGHTS RESERVED.