Q: What is the state of leadership currently in the private and public sector?
A: Unfortunately, few take the issue of leadership seriously today.

Q: You have carved out a reputation and international business by identifying what traits are necessary for successful leadership?
A: Yes. People want to see you are working for the team and not for yourself. People pick up on narcissism (“look at me”) instantly and it is one of the most toxic things a leader can do.

Q: At a recent presentation at Odgers Berndtson, you discussed the link between leaders and those they lead in the workplace. Can you give a gist of that presentation?
A: Yes. I presented some key findings from an important study of nearly 8,000 companies concerning leadership and employee engagement. The study confirmed that the personalities of managers directly influence employee satisfaction. So when employee satisfaction is high, positive business outcomes result. It essentially showed that the link between leadership and unit performance is mediated by staff morale. In the end, people don’t quit organizations, they quit their boss.

Q: You talk about how important it is for staff to trust their leaders. What are the key components of trust? 

A: Four traits: integrity, decisiveness, competence, vision.

Integrity in a leader, which shows up in our assessment scores, appears in their behavior: they don’t lie, they don’t play favorites. They will have a reputation for integrity or they won’t, and it will follow them from their last job. The people who won’t see it are those senior to the leader, but the staff always knows.

The second thing people want to see is: do they make good decisions? It is called good judgment. It gets even more complicated than that because 50% of all decisions are going to be wrong. Good leaders learn from their mistakes.

People also want to see evidence that a leader knows what they are talking about. This is competence. Leaders have to identify a sensible future for the operation and they have to communicate it.

As for the vision thing, it’s essentially: ‘Here is the reason we are doing it, why it makes sense and why it is important.’

The most important element is integrity and the least important is vision, but they all matter.

Q: You have said if organizations put the right people in the right leadership positions, operations improve quickly. How do you identify the right people for leadership roles?
A: We use our assessment results. The only real variable is the culture. Do they have the requisite talent to be a leader and do they fit with the culture? Yahoo, a high-tech IT firm, hired a CEO who was a movie producer. (He later resigned amid weak company results). That was a really bad fit with the culture. It didn’t work.

Q: How many companies put the right people in leadership positions?
A: We estimate that the base rate of bad managers is between 50% and 75%. (Hogan research suggests poor-fit managers “interview well” and are hired based on technical skill and business knowledge, not on talent for leadership).

Q: Are there any companies that have used your principles?
A: Yes. When they give us access to the records, 100% of the time we can show improved productivity and improved revenues. Usually it is around sales. We worked with a convenience store chain and the profitability of the individual store was directly correlated with the personality of the manager. It was the same with Burger King, which is also basically a convenience store.

Q: Are there any companies out there that you can point to that are doing it right?
A: Oh yes. I think at Ford Motor Co., (CEO Alan) Mulally is excellent. (Sergio) Marchionne, the head of Fiat and Chrysler, he really knows what he is doing. Another is the guy who saved Continental Airlines, Gordon Bethune, and the one who started Southwest Airlines.

Q: So it can be done?
A: Yes. The data is so well established it holds no surprises for me. The best single way to choose a leader is ask the people who used to work for him or her.

Q: In an ideal world, what would you do to identify and develop great leaders in an organization?
A: It is all those things that we have talked about. Can they keep their emotions under control? Are they a good role model? Do they treat the staff with respect? Do they avoid micro-managing and screaming fits?

Q: What are the components of a great organization?
A: Talented team members, good leadership and an effective business model.

According to the second edition of the Odgers Berndtson Executive Outlook survey released today conducted by Leger Marketing, nearly half of all private and public sector organizations anticipate losing 20 per cent or more of their executive staff by 2017. This departure is further complicated by the reality that more than 90 per cent of respondents believe the next generation of managers is not ready to take over at the executive level.

Fifty-two per cent of those surveyed said their organization requires specific expertise that they do not currently have in their company staff. The most difficult qualities to find in new executive talent were emotional intelligence, people skills, and strategic thinking. Perhaps the most perplexing finding is that while senior executives are aware of the imminent skills gap, more than half admit to having no formal plan in place to address the anticipated shortage.

“Dynamic leadership at the top is the corner stone of an organization’s ability to adapt to the complexities of the global market and ultimately to be its competitive best. However, the looming gap in leadership over the next five years poses significant challenges for organizations, especially for the public sector where the skills gap is more acute,” said Carl Lovas, Chairman and CEO, Odgers Berndtson. “The real concern from a performance and productivity standpoint is that, despite being aware of this inevitability, the majority of organizations are doing little to prepare for it.”

When asked about the challenges of executive life, 83 per cent of senior executives said their jobs were more difficult today than they were two decades ago. Over half cited advances in technology as being the primary reason why it is more complex to be a senior executive today than it was 20 years ago.

“The information age has created an environment whereby accountability is unavoidable at the executive level” said Mr. Lovas. “There is no place for executives to hide anymore as information regarding performance can be readily accessed by competitors, superiors, and stakeholders. This high level of scrutiny is another area that up-and-coming managers must learn to cope with before entering the c-suite.”

This lack of preparedness, coupled with the fact that a quarter of those surveyed believe that the next generation of leaders may need five or more years of mentoring to prepare to take over an executive role, has left many business leaders grappling with conventional solutions. These include recruiting from overseas and targeting executives at competitive firms. In fact, nearly one in five believe that their next executive hire will come from outside the US or Canada.

“Another more practical solution is to consider hiring an interim executive manager to help bridge the gap and overcome the skills shortage while the next generation gains the experience and skills needed to succeed,” continued Mr. Lovas. “The demand for interim leaders, or super temps as some call them, has risen significantly in the last two or three years, and represents a major shift in the way companies think about their executive-level needs. In fact, this may be the bridge that will save many organizations in the long-term.”

Seventy-two per cent of those surveyed said that they believed interim leadership would grow significantly over the next five years and over half suggested that they would consider hiring an interim executive to help bridge the impending skills gap. The results suggest that companies now view interim hiring as an effective short-term business solution that offers long-term gain.

Other Highlights

• Over sixty per cent of senior executives are between the ages of 50 and 59
• Sixty per cent of respondents said that executive search firms were their primary source for recruiting new talent
• Nearly half of businesses have no plan to implement a succession strategy
• The top characteristic sought after in an interim executive is relationship building skills
• Fifty-seven per cent of respondents attributed the expected skills shortage to a lack of training and strong succession planning in their organizations
• Over half of business executives believe the talent shortage is driving up expectations for higher remuneration

Methodology

The Leger Marketing survey was conducted online using a random sampling of 300 senior executives from Odgers Berndtson’s network across the country. Respondents included senior people from the private, public and healthcare sectors. The study has a margin of error of +/- 5.66%, 19 times out of 20.

About Odgers Berndtson

Odgers Berndtson is Canada’s leading executive search firm with offices in more than 28 countries worldwide. We specialize in recruiting senior executives and board members in the private, public and not-for-profit sectors. Clients benefit from our global reach and our extraordinary regional expertise. Our unique approach to search is based on building deep relationships with our clients and the people we place. As industry and functional experts, we invest in getting to know our clients’ organizations and the nuances of their culture. This knowledge gives us a powerful perspective and helps us build world-class leadership teams for clients across the country. 

For more information, please contact:
Erick Bauer, APEX Public Relations
416-934-2108
ebauer@apexpr.com

In these volatile economic times where every cent counts, the role the CFO plays is more important than ever. While tighter credit controls are hindering capital-raising efforts, not to mention the burden of unprecedented compliance, it’s no longer just a numbers game - it’s about leadership.

Organizations need CFOs who understand the intimate details of their businesses, are entrenched in all areas of the finance portfolio and are fully up to speed with the needs of the end user. CFOs need to think strategically, envision tomorrow and ensure their organization is fully equipped to ride the economic cycles and come out ahead.

Focus on operations & strategy

So, what does the aspiring financial executive have to do in this multi-discipline era to reach the top? For starters, focus your energies on the operational and strategic side of your business. Canadian finance practice leader at Deloitte Consulting, Steve McCaughey, believes fundamental to being recognized as a CFO of the future is developing a reputation in the business as a strategy catalyst. “You need to understand the underlying business and what that represents, to spur the business along,” he explains. According to McCaughey, while spending time within the reporting side of the business will help develop your ability to count the numbers, it is being able to tell the story that wins you plaudits among the senior team and the Board. Consequently, partnering with divisional leaders will elevate your awareness for how decisions are made and hone your persuasive skills as you seek to shape the strategy and drive stronger results.

If the chance arises to move out of finance and into an operational leadership role, the advice from Harry Taylor, Mark’s Work Warehouse COO and former Holt Renfrew CFO, is “do it in a heartbeat.” A graduate of the Pepsi/Frito-Lay organization, Taylor witnessed firsthand how many of the high performers within finance would spend considerable time in the field to develop their ability to drive the financial performance of their business.

Get the right people on your side

The modern CFO is able to influence and show leadership, placing significant weight on the ability to build powerful relationships across all layers of the business. This is a marked shift from the past when CFOs may have been more accustomed to letting others enjoy the spotlight. While external relationships become more and more important the further you move up the chain of command, being a stronger internal presence and winning over key leaders in the business is pivotal to you being considered CFO succession material.

Kay Brekken, CFO for Indigo Books and Music, agrees: “You might be the best finance executive in the company, but unless you have the relationships in the business it is impossible to build support and credibility.” While operational roles will help to elevate your visibility among senior leaders, you should also lead special projects on burning organizational issues. This will increase your time in front of key audiences, such as the CEO and the Board.

According to Catherine Fels Smith, vice-president of finance at the Toronto Board of Trade, one of these key relationships should include the technology group. While the two functions have often had a fractious relationship, finance depends on technology in order to maximize their effectiveness in adding value to the business.

“Finance needs technology to gain access to the data to help leaders run their businesses, and to educate the CEO and the Board on the direction the organization is moving.” Fels Smith tackled the problem when she was senior director, financial systems and process improvement at MDS Inc., by creating a joint finance/technology working group. As a result, this move led to improved collaboration and impressive financial results.

Demonstrate capital management skills

Another critical success factor for modern day CFOs is being plugged into the Board agenda, where risks associated with working capital have become major talking points.

Stephen Kicinski, Sun Life financial treasurer, has seen a significant shift at the leadership table. “Treasury matters used to be a short agenda item, but it has evolved into an hour-long discussion at Board committee meetings as they consider capital and liquidity issues.”

While becoming a technical expert is not necessarily required, developing a more in-depth understanding of capital markets and capital management has become paramount in today’s unpredictable economic environment. With a clear understanding of the relationship between capital and operations, you will be able to speak with authority around the table as opportunities are assessed through the risk lens. The true test of whether you will be viewed as an enabler and not a barrier will be your ability to partner with leaders in developing creative solutions to drive their businesses — all within the risk tolerance of the Board.

The new economic reality has increased the demands on an already challenging and complex position. Consolidating and reporting the numbers is table stakes. Being a visible, credible voice in the organization, enabling and empowering others around you, and leading in the development and execution of successful growth strategies, is the portrait of the modern CFO.

Ross Woledge is a senior consultant at Odgers Berndtson, the largest executive search firm in Canada and a global leader. Woledge specializes in the recruitment of CFOs and senior financial officers to public and private companies.

It used to be that landing a board role was as easy as getting a tap on the shoulder. Most board positions were filled by invitations from colleagues, and all you had to do was say yes. But the rules of board recruitment have changed in the last five years. It’s a much more competitive market. Whether you are looking to land your first board position, or looking for another board to add to your portfolio, here are a few trends we’re seeing and some tips on how to increase your chance of success:

• Sitting on several boards is no longer an asset. We are finding that some boards will no longer consider candidates for a role if they are already sitting on more than four demanding boards. In the past, it was not uncommon to see directors sitting on up to seven boards at a time. In addition, the number of outside directorships that CEOs are permitted to hold has also declined. This means that while there are more opportunities to find a board seat, candidates face more stringent requirements.
• More candidates mean more competition. On a typical day, my partners and I receive several calls from people who want to be appointed to boards. The tide of aging baby boomers is swelling the numbers of those who want to transition from a formal career to an avocation of board service. Also, there has been a gradual elimination of the “retirement age” that was prevalent in many boards. Without a retirement age limit, the size of the pool of candidates is effectively increased.
• Getting a board seat is like interviewing for a job. The days of being the only candidate considered for a board role are over. Today it is not uncommon for candidates to be asked to show why they are the best candidate for the role, and how they fit the board’s needs.
• Director searches have become highly focused. Rarely are we asked by a board to simply find a candidate who has “good governance capability.” This attribute is a given when recruiting for board positions today. Organizations are looking for more specific capabilities that will complement their existing board expertise, such as specific sector experience, functional expertise, committee leadership experience, gender or ethnic diversity, or all of the above.

What boards look for in candidates

Given these trends, you might be thinking, “What are my chances of securing a new board position, especially one with monetary compensation?” The answer depends on several factors. You are more likely to find a board position if:

• You are already a director of at least one, and preferably more than one, private-sector board;
• You are already a director of a large, well-known company;
• You have a well established business network that could bring strategic value to a company;
• You are the CEO, or possibly the CFO, of a large company; a prominent partner in a large law firm or investment banking firm; or a retired prominent partner of a large accounting firm;
• You have senior-level executive experience that could help a company facing a specific strategic challenge, such as expanding into new markets, listing on other exchanges or assessing the impact of technology on the business;
• You are retired and perceived as having the time to devote to a board – but only recently retired, so that your experience is still considered relevant.

How to increase your chances of being selected

Don’t be discouraged if you don’t meet most of the criteria I’ve listed. There are many ways that aspiring board members can better position themselves for success. Here are a few suggestions:

• Accept director appointments with non-profit or public-sector boards: This will give you the valuable experience that boards look for in candidates, and connect you with colleagues who serve on other boards.
• Develop a unique capability that stands out: Think about what you could add to your profile that would give you an edge over other candidates. For instance, could you become an authority on audit committee best practices, or on the evolving role of risk management in governance?
• Ensure the top executive search firms have your current resumé: Boards often engage search firms to help fill vacancies. Being known to the search firms could help.
• Enhance your directorship education: While this is not the only criterion boards look for in candidates, a recognized qualification demonstrates initiative and shows you understand the skills and concepts that are essential to good governance.
• Look for advisory-board positions in privately owned businesses: Owner-managed companies are increasingly using advisory boards to enhance their knowledge. This can provide great experience that will be relevant to other boards.
• Get the word out: Let your colleagues know of your interest in board service, and don’t be afraid to promote yourself. Recently we learned of an individual who was asked to join a board by an acquaintance he met while attending a directors’ education program.
• Build great references: Chances are that your references will be checked if you are being considered for a board position. If you are already serving on at least one board, you must be seen as a stellar performer by your board colleagues, and particularly by your chair. Organizations want to be reassured that they are appointing top people to their boards.

Above all, be persistent. If getting on a board is really important to you, be prepared to work for it.

Ron Robertson is a managing partner in the Ottawa office of executive search firm Odgers Berndtson. He is chair of the firm’s Board Recruiting practice. Contact Ron at ron.robertson@odgersberndtson.ca.

This article originally appeared in the Director Journal, a publication of the Institute of Corporate Directors (ICD). Permission has been granted by the ICD to use this article for non-commercial purposes including research, educational materials and online resources. Other uses, such as selling or licensing copies, are prohibited.

“I trusted Odgers from the outset,” says Amy who solicited several proposals before the Board of Directors decided to hire Odgers Interim. “The way they outlined the process gave me a lot of confidence that they really knew what they were doing. They understood that finding the right person was about both skill set and maintaining the culture. We got a candidate who is a great fit and who is really invested in our success.”

A rigorous process

Having never recruited an interim executive before, Amy says working with Jane Matthews, President of Odgers Interim, was a great experience for her. “I really have to give credit to Jane. We were very particular about what we were looking for and we had a finite timeline. I felt like Jane genuinely wanted all of us to feel good about the outcome. She really went the distance.”

Amy also credits a rigorous process with landing them the right candidate. “The Board and I really liked having Odgers involved throughout, including during the candidate interviews. The team was very thorough with candidate selection and reference checks. I also liked that the process was very adaptive – it changed along the way to adapt to what we were learning about the candidates and who could meet our needs.”

A fresh perspective

What many organizations don’t realize is that hiring an Interim executive has many benefits beyond just replacing someone on leave or filling a gap when a leader leaves suddenly. It can also be a great way to bring a specialized skill set on board without the commitment of hiring a full time employee. Interim candidates also bring new ideas and perspectives to an organization.

“A fresh set of eyes is always a good thing,” says Amy. “In this case we are getting the benefit of a new person but with continuity. I know that Michael, our new Interim Executive Director, will not do things the same way as me and he will ask questions that I wouldn’t even think of asking. This will facilitate evolution and innovation in our organization. Thanks to Odgers, I can honestly say that I can now go on maternity leave with confidence, knowing that there is someone in place that I trust.”

Keith Cassidy, a consultant hired by McMillan to help with the merger, worked closely with Carrie and Jane Matthews, President of Odgers Interim, which specializes in quickly filling critical executive roles on a temporary basis. “Odgers understood exactly what we needed and came up with a number of excellent candidates within a week,” says Keith. “The candidate did a terrific job. He was able to hit the ground running and get things done. “

Keeping the business on track

McMillan learned that one of the biggest benefits to hiring an interim candidate is instant stability. “We didn’t have to worry about a vacancy while we looked for the right fit on a permanent basis,” says Keith. “Within a couple of weeks, we had someone in that leadership chair – someone that people in the department could turn to for support and guidance. We also had priority projects that moved ahead because we had someone in place to lead them.”

McMillan hired an interim director because they knew that they needed someone who would command credibility right away. “When you come in as an interim leader, it’s a different mindset,” says Keith. “You know you’re going to have to get in the trenches and deliver results immediately. It was a really quick payback.”

Buying time to find the right candidate

Organizations often don’t think about interim management as a solution to a leadership gap, and yet it is a great way to buy some time to find the right permanent candidate for the position. “We all know that hiring a senior leader is a big investment,” says Keith. “Hiring an interim candidate gives you the time to figure out what you really need, so you can go through a proper search process.”

Keith is quick to add that the process was much quicker than he anticipated. “Odgers definitely surprised me,” he says. “I didn’t think there would be as many good candidates so readily available. It just shows they have a great network of contacts. They also challenged us to make sure we knew what we were looking for. It resulted in a great interim hire and it is one of the reasons we chose Odgers to help us find a permanent candidate for the role.”

Toronto — Corporate Canada and the public sector are set for a massive exodus of senior executives over the course of the next five years who are likely to be replaced by much younger executives with higher salary expectations.

According to a Leger Marketing report commissioned released today by executive search firm Odgers Berndtson, 17 per cent of Canadian companies expect to lose more than 50 per cent of their senior executives by 2016 and one in four expects to lose more than 20 per cent. The outgoing executives, who are predominantly between the ages of 40 and 54, will be replaced by a younger cohort that ranges in age from 35 to 49.

More than half (53 per cent) of companies anticipating a wave of younger executives say they will be forced to pay higher salary demands generated by a shrinking pool of executive talent.

“The next five years are likely to bring a series of watershed moments for Canadian companies,” said Carl Lovas, Canadian Chair of Odgers Berndtson. “Most companies have not adequately planned for the exit of its senior staff and are now realizing it will be very difficult to find comparable replacements. While some organizations may be successful in filling the power vacuum with an interim leadership team, others may be facing a break in business continuity and ultimately performance.”

Almost half of Canadian companies (43 per cent) admit they are likely to experience a shortage of executives within their organization over the course of the next five to 10 years. One in three of these departing executives have been with their current company for more than 10 years and hold strong insight on company processes, culture and future plans. While half of companies (52 per cent) acknowledge that finding candidates that are a good cultural fit for their organization is one of their top three criteria, 68 per cent say they have no succession plan in place.

“Given the importance of “fit” as a criteria — in other words, someone who naturally fits well with the corporate culture and organizational strategies — many companies will be looking inward to help fill senior ranks. But the lack of planning is troubling,” said Mr. Lovas. “Now more than ever, organizations need to be preparing to compete in order to retain and attract the right talent.”

According to the research report, more than 30 per cent of managers are being groomed for a leadership position in 28 per cent of the organizations polled. Leadership development includes external education, mentoring, assessment and individual coaching.

Other Highlights

• Executives in the healthcare and public sectors tend to be significantly older than their private sector counterparts. Only eight per cent of private sector executives are between the ages of 55 and 59 compared with 33% and 20% in healthcare and the public sector respectively
• Ontario executives are more likely to stay with a company for three to five years compared to executives out west (27% in Ontario vs. 13% in B.C. and Alberta)
• Organizations situated in Atlantic Canada are the least likely in the country to have a succession plan in place (90%)
• 92% of organizations in the Prairies feel they are unprepared to handle the anticipated skill shortage, a stark contrast to B.C. where only 43% feel they are unprepared
• Quebec organizations are the least likely in Canada to say a portion of their management team is being groomed for leadership positions
• Organizations operating in the healthcare sector are two-times more likely than private sector companies to have management undergo leadership training (46% vs. 25%)
• 82% of executives in Quebec say they will have difficulty filling leadership ranks due to a shortage of talent compared with 51% in B.C. and 48% in Ontario

Methodology

The Leger Marketing survey was conducted online using a random sampling of 2,400 senior executives from Odgers Berndtson’s network across the country. A total of 287 participated in the survey. Respondents included senior people from the private, public and healthcare sectors. The study has a margin of error of +/- 5.8%, 19 times out of 20.

About Odgers Berndtson

The largest executive search firm in Canada and a leading global firm in our industry, Odgers Berndtson specializes in building world-class leadership teams. The firm offers an in-depth approach to the complexities of the search process and its commitment to client service is unparalleled. In fact, more than 90% of Odgers Berndtson clients say they are “very satisfied or exceptionally well satisfied” with the service they received. With more than 50 offices in 28 countries, the firm’s global partnership is designed for recruiting top talent. Locally-based consultants apply the knowledge they have gained working in a variety of sectors to generate the right leadership solutions for clients. Odgers Berndtson also offers Interim management and leadership assessment services.

For more information, please contact:
Natali Tofiloski, APEX Public Relations, 416-924-4442 / ntofiloski@apexpr.com

Download the press release (PDF)

Linda Hohol and Bill Sheffield have substantial experience serving on private-sector, not-for-profit and Crown boards. Examples of Hohol’s Crown governance experience include Export Development Canada and the Canada Foundation for Innovation; Bill serves on the boards of Canada Post and Ontario Power Generation. In this article, Sheffield and Hohol share their insights about the governance of Crown corporations.

Download full article in PDF format

The demand for interim executives is expected to grow even more, as demographic trends show one-third of today’s workforce will be eligible for retirement by 2015. As well, according to Statistics Canada, the generation of workers who are now in the workforce and available to replace the boomers are 20 percent fewer in numbers.  Combine these demographics with the speed of change in business today, and the pressure on CEOs to pursue available, effective, and cost responsible solutions to achieving targets –you have an environment that puts interim executives at the forefront.

Think of the entrepreneurial company or growing organization that is experiencing rapid development and needs the strategic financial insights of a CFO but can’t justify a full time position. Instead of being at a disadvantage, they can hire a part-time CFO on a one-two day a week basis until full time is required. What about the large public sector or not-for-profit organization that has temporarily lost their head of HR due to an unexpected absence? Their business can move forward without disruption by hiring an interim executive that has the skills and experience to make a difference from day one. They are there for as long as needed. And what about the organization that has decided to launch a new initiative –do they have the leadership skills internally and the resource capacity to move the project from strategy to planning to execution –an executive brought in on a flexible basis with established objectives can ensure project success.

Interim executives have been there –they’ve walked in your shoes.  They do not require long briefing sessions or orientations. They know how to assimilate into different environments, quickly build key relationships with critical stakeholders, acquire knowledge on all aspects of the business, and make decisions. While achieving the objectives established for the assignment, they are also imparting their knowledge and experience, and imbedding best practices that will have a long term legacy –after they have left.

The interim management industry today has changed. There are a growing number of younger, more diverse executives that are choosing to pursue interim management as a career option.  As skilled executives who have a strong track record, interim executive work provides them with the change and challenge that they thrive on. It also allows them flexibility to control their work schedule, build on their professional development, and experience the rewards of satisfied clients. Whether choosing interim management as a career option, or as a second career following the sale of their business or early retirement, tapping in to this resource makes sound business sense.

Ensuring success, as with finding the right permanent executive team, involves a rigorous process of matching fit and talent. While it sounds onerous, it doesn’t need to be a lengthy process. Interim providers can tap into their well established networks of pre-qualified interim candidates –taking the risk out of chancing your luck on the open market.  They have the talent assessment skills and the reach to have the right interim executive in place within one to two weeks. No longer do businesses need to ask their network, “does someone know someone…?”

Interim management is developing into a top of mind business solution –as it is in the UK and Europe. Whether it’s public sector, private sector, or not-for-profit, in today’s fast-paced, competitive environment, one full time, permanent executive team will not be sufficient. What better solution, then augmenting that team, when needed, with mobile, flexible, temporary executives.

About the Author

Jane Matthews is the President of Odgers Interim (a part of Odgers Berndtson). She can be reached at: Jane.Matthews@odgersberndtson.ca

With creativity and innovation increasingly recognized as the new drivers of the world economy, blunt execution by itself is not sufficient. It’s by blending the opposite forces of creativity and execution that effective leaders will unleash people to achieve extraordinary success.

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