Presentation by Bonnie Crabtree, Korn/Ferry International

What most people want

What most careers look like

It’s the behavior, stupid . . .
“Research shows that most executives fail or
succeed because of behavioral or cultural
issues, not because of skill and experience.
It therefore seems odd that most of the
emphasis in business education, succession
planning and hiring still focuses almost
exclusively on skills and experience.”
Warren Bennis

We developed a deeply researched and
validated model for executive success

Leadership (role) styles
(communicating, influencing, motivating)
2.00
Most successful executives and managers
1.50
Averaged Standardized Assessment Scores
1.00
0.50
0.00
-0.50
-1.00
-1.50
-2.00
Supervisor Manager Director Vice-president Executive
Task Social Intellectual Participative

Thinking (operating) styles
(decision making, problem solving)
1.00
Most successful executives and managers
0.80
Averaged Standardized Assessment Scores
0.60
0.40
0.20
0.00
-0.20
-0.40
-0.60
-0.80
-1.00
Supervisor Manager Director Vice President Sr. Executive
Action-focused Flexible Complex Creative

Emotional competencies
(Dealing with emotionally laden situations)
Most successful executives and managers
0.5
0.4
Averaged Standardized Assessment Scores
0.3
0.2
0.1
0.0
-0.1
-0.2
-0.3
-0.4
Supervisor
Manager
Director
Vice President
Executive
Ambiguity Composure Empathy Energy
Humility
Confidence

The Successful CFO Leadership Style
(Communicating, influencing, motivating)
7.00
6.00
5.00
Highly approachable
Actively listens
Receptive to others' ideas
Fosters teamwork
Builds consensus
Resolves conflict
Solicits ideas
4.00
3.00
2.00
Doesn't micro-manage
Allows others room to succeed or fail
Credible
Projects expertise
Demands quality
1.00
Task Social Intellectual Participative

The Successful CFO Thinking Style
(Decision making, problem solving)
7.00
6.00
5.00
4.00
Can "pull the trigger"
Can make focused decisions
Values research & data
Handles complexity
Sees longer-term implications
Analytic
Sees multiple possibilities
Creative
3.00
2.00
Changes position reluctantly
Not easily swayed by passion
1.00
Action Flexible Complex Creative

The Successful CFO Emotional Profile
(Dealing with emotionally laden situations)
(Dealing with emotionally CFO Emotional laden Success situations)
Profile
7.00
6.00
5.00
Maintains self-control
under pressure
Stamina to deal with
complex or difficult
challenges
Good capacity to
take calculated risk
4.00
Will give credit
to others
3.00
Reads others well
2.00
Not comfortable
with the unexpected
1.00
Ambiguity Tol Composure Empathy Energy Humility Confidence

Our group – Leadership Styles
(Communicating, influencing, motivating)
Leadership Styles
7
6
5
Direct and assertive
Not consensus driven
4
3
2
1
Task Social Intellectual Participative
CFO BiC Profile CFO Profile Average 1 Group 12 Average
16 22 28 30

Our group – Thinking Styles
(Decision making, problem solving)
7
Thinking Styles
Highly Analytical
6
5
Careful decision making
4
3
2
1
Action Flexible Complex Creative
CFO BiC Profile Average CFO Profile 1 12 Group Average 16 22 28 30

Our group – Emotional competencies
(Dealing with emotionally laden situations)
7
Emotional Competencies
6
5
Decompose problems
into manageable pieces
Low risk tolerance
4
3
2
1
Ambiguity Composure Empathy Energy Humility Confidence
CFO BiC Profile
CFO
Average
Profile
1Group Average
12 16 22

It’s the behavior, stupid . . .
“Research shows that most executives fail or
succeed because of behavioral or cultural
issues, not because of skill and experience.
It therefore seems odd that most of the
emphasis in business education, succession
planning and hiring still focuses almost
exclusively on skills and experience.”
Warren Bennis

Thank you very much . . .
Bonnie Crabtree
Korn/Ferry International