View
114
Download
1
Category
Preview:
Citation preview
McGrath Photo
1
Corporate Social ResponsibilityThe Executive Conduit: Strategic Communication to Facilitate Operational ProcessesTom Watson, Chief of Staff- Link Group
The Link GroupWhat is a Chief of Staff?
Briefing the Executive
The Executive OfficeReporting and PresentationsMarket and Company Briefings
The Executive Conduit
The Operational ConduitExternal Relationship ManagementCorporate Social Responsibility
Agenda
2
The Chief of Staff Role
The Link Group
Global Financial Services Company with major domestic and global clients:
Business relationships with over 80% of Top 100 Australian Companies
Over 2,500 employees across 10 countries
One of the largest providers of financial services in Australia
Premium service provider
The Link Group Today
4
Global Footprint
5
The Link Group Today
6
My Experience
7
Bachelor of Economics and Commercial Law (Sydney)
Joined the Link Group in November 2007
Promoted to Chief of Staff (inaugural) in February 2009
One year secondment at Australian Administration Services
Observing member of Link Market Services South Africa Board
The Perception
No job description
A second Personal Assistant
Solely driving the Executive agenda
8
What is a Chief of Staff?
The Reality
Requirement to think outside the box
Ability to draw on ‘informal power’
Driver of Initiatives
Sounding Board
‘Finger on the Pulse’ Mentality
9
What is a Chief of Staff?
What is a Chief of Staff?
‘Reporting to the Executive, the role is instrumental in providing support on all
operational and strategic initiatives’
10
Chief Executive Officer
Link Market Services Limited
Executive Assistant
Head of EmployeeShare Plans
General Manager
Head of IT
Tom WatsonChief of Staff
Head of New Business
Development
Head of Human Resources
Link Group Board
Managing DirectorLink Group
What is a Chief of Staff?
11
McGrath Photo
12
Corporate Social Responsibility Somaly Mam Foundation Bikeride Briefing the Executive
An Executive- Overarching Responsibility, Minimal Time
Ensuring Executive interactions are concise and to the point
Work in collaboration with the Executive Assistant
Ensuring you know market intelligence before the Executive
The Executive Office
13
A Manager Executive Plans and Budgets Sets Direction
Organises Aligns People
Problem Solves Motivates People
Understand the Difference between a Manager and an Executive:
The Executive Office
14
Dealing with Conflicting Motivations
Business representatives will have different ideas
‘Emotional Intelligence’- recognising people struggle with change
Evaluating Financials
The Executive Office
15
The Executive Office
The Age Factor
Be Confident and Strong- not needing to qualify statements or ideas
Being open minded
Ask for Feedback regularly
16
“Walk softly, talk softly and carry a big stick"
Theodore Roosevelt
The Executive Office
Career Progression
Informal power
Planning career progression opportunities
Up or out
18
19
Fact Gathering
Quantified Information
Not ‘Boiling the Ocean’
Solving the Right Problem
Preparing your Information
20
Correct use of Language
Language should be professional (Third-Person)
Understand that each Head of Division / Manager has their own reporting style
Framing the message correctly
Reporting
21
22
Correct use of Format
Following a Style Guide
Using statistics and visuals to tell a story
Core operational reporting: Brief and to the point
Reporting
Reporting
Operational Business Units
Group-level Business Units
Operational Focus Strategic Focus Financial Focus
Chief Executive Officer/Managing Director
Company Board of Directors
24
Selling a Solution
One message per Chart
Create ‘twitter-friendly’ descriptions
Maintain a common theme
Presentations
‘Simplicity is the ultimate sophistication’
Steve Jobs
The Executive Conduit
Understanding the different views between:
The Executive Office Business Operations
Minimum staff to match workload Ensuring ‘buffer’ zone for peak periods
Use of existing technology Purchase of new technology
New markets is the focus Operations is Core Service
EBITDA is the goal Maintaining SLA’s are the goal
The Executive/Operational Conduit
27
Stepping outside the Executive Office
Building solid working relationships with key operational staff
Ensuring you support buy-in from operational units
Secondments in key operational divisions
The Executive/Operational Conduit
28
30
Playing the part of Executive
Understanding the motivation of external parties
Relevant communication upwards and downwards
Realise your ‘ability’ is above what tasks are given to you
External Relationship Management
External Site Tours and Presentations
Understanding how the business can add/detract to a presentation or site tour
Managing timing/ content of operational presentations
Being aware early of global business cultural etiquette/ terminology
External Relationship Management
32
33
Piloting a New/Existing Business Pitch
Create a sense of urgency
Pull together the right team
Develop a vision and strategy
External Relationship Management
34
Coordinating a Merger/Acquisition
Understand the motivations of a regulatory body
Be sensitive in providing information
Ensure confidentially internally
External Relationship Management
‘It takes 20 years to build a reputation and five minutes to ruin it’
Warren Buffet
Corporate Social Responsibility
Expanding Corporate Social Responsibility in your company
A CSR Program is integral to business reputation and employee engagement
How can quick wins be gained inside your existing operational model?
Ensure you communicate results
36
39
Questions
Recommended