A panel on bridging the gap between board expectations and operational reality. Leaders need three things: tangible results, board support, and a clear plan. If one is weak, strengthen the others by translating each stakeholder's priorities into language they understand.
I just want to, uh, to comment or pick Philip's brain because he said a very interesting point about the, the disconnect, or sometimes there is a conflict between what the shareholders and the board see and what the executive leadership see. So if you have any tips, or, or I would like for you more to, to elaborate more, how can you manage this? If there is operation on ground, a different view on than the shareholders, how this in your leadership transition can, can one manage?
I would say it's an art being able to understand everybody's agenda and to play in between. But I would say my, my rule, my compass would be to make sure that you have— you deliver results First, if you don't have results, you cannot go far. Make sure you've got the support that you need to bring your agenda to the table, and this is mainly with your shareholders on the board. And the third one is to have a plan. Have a plan and make sure that you know where you want to go and what you want to reach. Otherwise, you're not going to go there. But have Essentially, your support, your plan, and your results. And if one is missing, you try to compensate with another one and be good at reading people's minds and understand their own agenda, because they will push into their own direction, which is not always a business rationale.
If I may add to Philippe's point, it's a great point, and he's absolutely right in kind of, you know, there are agendas in the individual functions we kind of deal with as stakeholders. So reframing our functions agenda into the words or the KPIs of the other functions agenda, putting ourselves in the shoes of our stakeholders and trying to anticipate what kind of results they are looking for, and then molding our functions results into a way which could be acceptable to the, you know, other stakeholders can also go a long way in delivering that relationship. between the two functions and have our, you know, agenda kind of rectified.
Yeah, I just wanted to react to earlier Peter's point about influencing people. Actually, that's the biggest shock that we may have as you go up. Although you have more authority, you actually have less control over a lot of things because that's the time you have to rely on more people across departments and across the organization, bringing them together. And that's what you're— we are all saying now about building relationships, working with others.
