Grégoire Depeursinge, Managing Partner at AIMS International Switzerland for IMD – How Headhunters look at your profile.

This video was produced by IMD in September of 2013 for an online networking course. Grégoire Depeursinge, Managing Partner at AIMS International Switzerland contributed with this explanation of how to build your online profile and network on professional social networking sites.

View the video presentation here: http://www.aims.ch/imd/video.html

For more than 50 years The Australian Financial Review has been the authority on business, finance and investment news in Australia. It has a reputation for independent, award-winning journalism and is essential reading for Australia’s business and investor community.

Its audience demands a newspaper that adapts to their changing needs.  The Australian Financial Review meets these needs every day through innovative features and sections. Find the full article here: A hidden pool of executives in unemployment in Australia

Carlos F. Ordás, founder of Stemper in 1979 and a reference in the executive selection arena for the last 30 years, stated, ‘Ever since we started, we’ve followed the guideline that rigour and top professionalism are key when rendering services which imply a high added value, such as executive recruitment’. For this 30+ year period, Stemper has continuously evolved to get adapted to the changing environment of its clients, succeeding in more than 4,500 search processes and helping more than 900 clients.

Alejandro González is a partner at Stemper since 2006, after having worked for over 20 years at PA International and Tea Cegos. He has succeeded in searching a vast amount of executives and highly qualified professionals. Alejandro has underlined that ‘our alliance will make our clients available the services of an experienced team in a wider scope of sectors, with a real global reach.

Similarly, Luis Truchado, founder of EuroGalenus Executive Search in 1992 and a doyen of the headhunters specialized in Health and Science was very excited because ‘the merging of our companies does not overlap our activities, but strengthen them, and will allow a wider range for Spanish corporations working abroad’. Luis is also an active member of the Association of Executive Search Consultants AESC, where a previous audit of methods is required in order to be admitted. In Spain there are 18 members.

AIMS International was founded in 1993 by a group of partners, including Carlos F. Ordás, and it has grown to a dimension of more than 90 offices in +50 countries, resulting in one of the executive search organizations with a large coverage in all continents. Generalist by nature, it has developed an ambitious program of preferred supplier agreements for corporate clients in the practice groups of Automotive, Industry, FMCG, Health, Energy, IT and Financial.

With this merger, AIMS-Spain acquires an accumulated experience of more than 50 years, and enriches its human capital aiming to offer a better and more complete service to clients. Both founders claimed that ‘the enthusiasm we’ve applied to this process encourages us to continue working with the same dedication and professional quality as we always deliver to our clients and also our candidates.

If you are interested in the original article in Spanish follow one of these links:

Europapress.com
Expansion.com
Teinteresa.es
Finance.Yahoo
Lavozibre.com
Labolsa.com
Finanzas.com
Rrhhpress.com

Corporate Communications

Christian Schulte +49 178 2854744

About AIMS International

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

About EuroGalenus

EuroGalenus is an international executive search company with over 20 years’ experience in the successful search and selection of directors, board members, senior managers for large corporations, start-ups, family-owned companies, in cases of succession, turnaround, etc. Member of AESC since 1994.

About Stemper

Stemper was founded in 1979 as a consulting firm focused on executive search and selection and human potential assessment. When the company cofounded AIMS International, it became internationalized and gained the global reach needed by clients together with its deep knowledge of the local market.

For more information, please visit www.aims-international.net.

Armando Cavero, Managing Partner – AIMS International Executive Search Perú, Ecuador, Bolivia has started in April 2013 to present his new column.

The intention of this column is to interview a newly appointed CEO or high profile “C” position, from the line of sight of an Executive Search Consultant and share with the readers insights of the person, his/her style and among other things, the reasons for him/her to get a new job. The column is called “RECIÉN CAZADO”, which means in English to the point “Just Hunted”.

The third interview was led with Mariano Álvarez de la Torre, the General Manager of AFP Habitat

About Mariano Álvarez de la Torre:

Current Position: General Manager AFP Habitat
Previous Position: CFO Ripley Perú
Education: National University of Engineering, Industrial Engineer; Boston University, Master in Economics
Personal Data: Age 50, married, two sons
Hobbies: Cycling and jogging, reading political novels and Peruvian authors

Interview:

Mariano Álvarez de la Torre: “It´s more fun when you become a coach”

Reviewing your resume, appears to have some continuity but if you look in detail, there are changes that I describe also radical. Do you agree?

I think so. My career has what I would call three points of inflection. Along general lines, I went to see the macro economy in the
BCR at the private investment of the AFP, from there I went to be CFO in Ripley and from there to the general management of Habitat, which together mark three major decisive changes.

What did it mean for your career to be almost nine years with the BCR?

It is in difficult times when you learn most, and as an economist, I think in few places you could learn as much as
I could in the BCR of the eighties and nineties. I remember especially having participated in the reform of the private pension system (SPP), that was developed when I was in Economic Studies at BCR. I believed in the reform then as now, I quit and went to the supervisory body at the AFP. Without doubts, the best reform which has been done in Peru has been the reform of the SPP.

Why do you precisely think that this was the best reform in Peru?

Because it’s good for the person to improve the quality of their retirement, for the state because it prevents future expenses and because it generates a giant investment resource, good for the economy in general. It is a virtuous circle from wherever you examine it.

This is your first position as general manager. What’s new and unique about it?

First, the ability to monitor and create multi-functional work teams. I appreciate this difference becauseI think the most entertaining part of the game is when one becomes coach. On the other hand, for the first time I am involved in the commercial and the operative ss the head and thus responsible person and I think I will develop new professional skills.
I am also very happy with the challenge which carries the start of operations, which the Peruvian team is going to comply fully. We are starting operations in the date: June 1, 2013.

How was the transition from Ripley to AFP Habitat?

Formally it was very smooth. I had a great support from Ripley , which I appreciate and for which I am grateful, while there was a great understanding of AFP Habitat to wait and let me leave things in order. Practically, it is a very important challenge for me, that I love and which motivates me greatly.

How is your day by day?

I order, I measure results, delegate and I communicate. I think if my colleagues are happy, my clients will be as well, and my shareholders will be happy, too. I am very punctual and I expect the same from others.

At this season of struggle for talent, how do you tie your staff?

I long to be clear in communicating the business focus to enlight the passion in each employee of AFP Habitat for our goals and maintain as our guides of our daily life honesty and team work. I hold especially the opinion that open and permanent communication is a decisive factor to maintain the interest of each part of the company to achieve success for all.

ORIGINAL ARTICLE:

Corporate Communications

Christian Schulte +49 178 2854744

About AIMS International (www.aims-international.net)

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

For more information, please visit www.aims-international.net.

Vienna, Sydney – July 5th, 2013, the AIMS International Partners in the Asia Pacific Region have elected Kevin Wallis, AIMS International Executive Search Australia , as Executive VP APAC. He is joining John Poracky and Judit Simonyi as EVP in the Regional Boards. Kevin has over 18 years experience in Executive Search and Talent Development across the APAC region. On joining the Board of AIMS International Kevin commented that “the APAC region represented a significant growth opportunity for AIMS International and there is an immediate focus to select several new Partners in emerging markets where AIMS International has not had a presence”. Currently in the APAC region AIMS International has well established Partners in Japan, Korea, India and Australia. After completing a Business Management Degree in New Zealand Kevin Wallis worked for 13 years in consumer goods and consumer durables – in Sales Marketing & General Manager positions. Kevin Wallis has been an Executive Search & People Consultant since August 1994. In 1997 he completed an MBA at the University of New South Wales. After 10 years with the Swedish based global practice Mercuri Urval he established Mode HR an Executive Search & People Consulting practice working across Australia and New Zealand. He founded AIMS International Executive Search Australia and New Zealand in 2010. AIMS International has been active in Australia since 1998. Over the past 19 years Kevin has worked with a wide range of public and private business entities providing HR related services in the areas of leadership & development, executive search, recruitment and selection, company and & sales team analysis, performance profiling and general HR management. Kevin truly enjoys business – he enjoys seeing business grow, people grow and develop and organizations change in today’s fast paced and demanding world. Kevin is currently the lead Consultant in projects within retail, industrial/trade, media and building products sectors. Over the last 12 years Kevin has worked with a wide variety of FMCG, Luxury Goods, Apparel and Consumer Durable Business’s. Thus he became GLOBAL Practice Team Leader – FMCG/ Retail/ Luxury Goods at AIMS International. He has completed search assignments for all business leader positions and has personally provided Executive Coaching / Talent Development Programs for senior to middle management executives. Also he has recent experience in healthcare/medical, sports apparel, water management and energy. The attraction, retention and development of people is a competitive advantage most companies aspire to. This area of business is of particular interest to Kevin. Kevin is currently a Director of Access Programs Australia and a former Rear Commodore of the Middle Harbour Yacht Club. Find hereafter information about the complete AIMS International Board.

Rolf Heeb

President AIMS International – Germany GmbH, Germany  

Rolf has completed his studies in Business Administration (Dipl.-Betriebswirt). He had been working 2 years with a leading German Audit and Management Consulting Company as Junior Management Consultant (Kontinentale Treuhand-Gesellschaft GmbH, Dusseldorf), 6 years with a leading international Audit and Management Consulting Company as Manager (Arthur Andersen & Co., Düsseldorf and Chicago) and 4 years with a leading German Management Consulting and Headhunting Company as Managing Director (Baumgartner+Partner GmbH, Sindelfingen). Contact / More »

John Poracky

Vice-President Executive VP Americas Member of the Executive Board AIMS International US-Midwest, USA  

John, Vice President of AIMS International and President of AIMS International-US-MIDWEST, has been working as an Executive Search Partner and Consultant for 23 years. He joined AIMS International back in 1999 and became a board member in 2004.

In 2007 he was elected as the Vice President of AIMS International. Poracky is the Head of AIMS International’s Global Pharmaceuticals, Healthcare and Life Science Practice Team. Poracky entered the search profession after acquiring extensive financial services, operational and IT experience. He has also introduced AIMS International services to global companies, ultimately securing global Preferred Supplier Agreements.Contact / More »

Bernardo Entschev

VP Americas Member of the Executive Board AIMS International Brazil, Brazil  

Bernardo, VP of AIMS International and VP of AIMS International Brazil. He became a board member in 2012.

Bernardo has started his career in the health area, conducting the administration of his private surgery clinic. He has also acted as a science researcher for ACHE (ACHEFLAN) and worked as an auditor within large Health Care and Insurance companies, such as AMIL and UNIMED. During his acting as an HR consultant, he has specifyied himself in the attendance of companies in the Automotive business, such as Harley Davidson, Mercedes-Benz,Volvo, Bosch and Nissan. This acting has allowed to get to know the peculiarities of this sector, understand it’s specific demands and provide the best services to these clients.Contact / More »

Judit Simonyi

Executive VP EMEA Member of the Executive Board AIMS-Magyarorszag Kft., Hungary  

Judit, is the Regional Head of EMEA. Judit is an active member of AIMS Board since 2006 and co-founder and Managing Partner of AIMS International Hungary. Contact / More »

Jean Frey

VP West EMEA Member of the Executive Board AIMS International Switzerland, Switzerland

Jean was born in 1952. He has studied as an Engineer and an Economist and has occupied several positions as CEO (trade), Sales Manager Europe (investment goods) and Director (wholesale). Contact / More »

Mika Hiltunen

VP South EMEA Member of the Executive Board AIMS International Finland, Finland  

Mika (M.Sc. psychology) has experience from international management positions. For several years, he worked as Vice President and the Head of international R&D department in Nordea group focusing in Internet banking.

He has experience from international recruitments from manager’s perspective and integration processes for merging different organizations together. Before that, he has experience from Andersen Consulting/Accenture and Teamware Fujitsu. Contact / More »

Per Kaalby

VP North EMEA Member of the Executive Board AIMS International Denmark, Denmark

Per is the Senior Partner and Head of AIMS International-Denmark. Per Kaalby, born in 1956 offers 14 years of experience in advising and consulting Executive Boards of Directors, Management Teams and Leaders in prominent Danish and International Groups and Companies.

Per Kaalby has performed a large number of executive recruitments, previously during his collaboration with the PA Consulting Group and the Korn Ferry Group. Contact / More »

May 10th, 2013 – Vienna, Austria – AIMS International has launched the second issue of the international study about the most efficient competencies of Board Members, including one focus section with the results of the analysis of women on Board.

The results of the study regarding Board competencies lead to believe that women and men do not view any differently the most important and critical competencies. This very aspect matters the most, therefore it can be concluded that no gender bias should exist between them when assessing the top five competencies for efficient Board members.

The only competency showing a significant difference is “Communication”. Women and men are the complete opposite. Men tend to express themselves boldly, keeping sensitivity to others aside while women use more tact and diplomacy and adapt their message. Therefore, the gender gap in Boards is mostly created by the inability of both genders to communicate.

Today, the current code of communication in a Board setting is male-dominated, and the difficulty for women is to adopt a masculine code of communication to be perceived as efficient or at the very least to fit in. To have more women present on Boards, men will need to learn to appreciate and understand the female code of communication and stop assessing Board members solely through their own male code of communication. Then, men will start to appreciate the real business value that women have to offer, beyond the communication style.

This study was conducted by AIMS International, Leaders & Co, the College of Corporate Directors in Canada and Gauthier Murtada & Partners. The following is a summary of a study which includes remarks and comments from members of the Research Committee as well as their constituents and some professional board directors. We want to foster a discussion on the topic of desired and efficient behaviors of directors, while creating a practical guide for chairmen of boards, directors, members of Governance Committees, CEOs and any other person involved in the recruitment and the evaluation of a board director. The team was headed by Richard Joly, AIMS International and Leaders & Co.

Analysis of the results

After completing the original research on Board competencies in 2012, AIMS International was interested in analyzing the differences lying between women and men regarding how they see competencies. An effort was made by the participating AIMS Partners to identify and interview more women to reach a significant number of respondents. The total number of women interviewed represents 33% of all respondents. This is a valid effort, especially if we reckon that within the ground population of all Board members, women are only representative from 10% to 15% in most developed countries. Here are the differences that have been observed for each competency.

Annex 1. Index Rating

Annex 2. Priority Rating

Observations:

In reviewing the results between women and men, we found that four competencies did not show any differences between genders on how they evaluate competencies. Those competencies are “Judgement”, “Team Intelligence”, “Strategic Thinking” and “Sense of Ethics”. Their ranging difference only alternates from 0.5 to 1.2 and we consider that no significant difference exists between these competencies. Women don’t lack clarity nor are inferior in assessing what is important to be an efficient Board member. Therefore, men cannot claim that women are not ready or knowledgeable enough to become a Board Member, nor can they claim to have more insight and be cleverer than women. This is highly positive to reduce gender discrimination when recruiting a Board member.

The other two competencies to consider, “Commitment and Sense of Responsibility” and “Communication”, appear to be significantly different. First, in “Commitment and Sense of Responsibility”, men gave a higher Index rating compared to women. With a difference of 4.7 Index point (Annex 1). We can assume that men may tend to be more engaged in getting their job done in a Board setting. However, when considering the priority rating (Annex 2), men selected this competency as Top Two only 17.9 % of the time while women selected this
competency as one of Top Two competency 41.2 % of the time. In fact, this competency had the highest difference amongst all the competencies in the Priority rating list (Annex 2). Also, women have an Index rating of 83.2 (Annex 1) which is considered in our study as Very Important. Therefore, we cannot conclude that “Commitment and Sense of Responsibility” is more important for men or women. Nothing clearly shows that any gender is more engaged or committed to meet their responsibilities. Therefore, we conclude that there is no gender bias and both groups are equally committed and engaged in doing their Board work.

Second, “Communication” is the competency with the highest difference in the Index rating (Annex 1) with a delta of 5.21 points. In addition, the Priority index (Annex 2) is the lowest for both groups, which reinforce the idea that both genders similarly view the unimportance of the competency to be used as a proxy for an efficient Board member. However, the details of the results tell a different story. Men gave a very strong rating of 94.7 (Annex 8) for “Say what they think, believes and feels in a transparent manner” while women rated the same statement as the lowest with a rating of 75.3. This creates a large difference of 19.5 points. Then, women rated “Adapts message to the audience” with a note of 83.1while men gave a rating of 61.7 for a wide difference of 21.4. In “Communication”, we observe that what one gender values the most, the other values the least. We conclude that a significant difference exists between women and men regarding “Communication”.

In this section, we find all six competencies with detailed results from the interview and include our observations.

Annex 3. Judgement

Observations:

• The index is the same for both genders;
• None of the elements show any significant difference;
• The element with the highest score is the same for both genders;
• The element with the lowest score is the same for both genders;
• Equally important, judgement has the highest priority score against all other competencies;
• We conclude that judgement has an equal value for women and men .

Annex 4. Team Intelligence

Observations:

• The index is low and similarly for both genders;
• The competency is the lowest of all the competencies and is not important;
• Complementary skills and other’s ideas are two elements with similar values for women and men;
• Respecting others ideas is an important elements for both genders;
• Complimentary skills is highly valued.

Annex 5. Strategic Thinking

Observations:

• The index is very similar for both genders;
• The priority element is the same (# 4) for both genders;
• Women tend to analyse more the information before deciding;
• Men tend to seek new alternatives before deciding;
• We may conclude that women and men working together will be more efficient because they will leverage both strategic strength.

Annex 6. Sense of Ethics

Observations:

• The index is very similar for both genders;
• The priority element is the not the same for both genders;
• Element # 4 has a significant difference between genders;
• Men’s priority is to demonstrate honesty at all time – “Tone at the top”;
• Women’s priority is to focus on the company’s interest;
• The element with the lowest score is the same for both genders.

Annex 7. Commitment and Sense of Responsibility

Observations:

• The index has a significant difference between women and men;
• Three of the four elements have a significant difference between genders;
• The priority element is the same (# 1) for both genders;
• Women and men believe that preparing rigorously is extremely important;
• Overall, women rate commitment and responsibility less critical than men;
• However, women rate responsibility significantly much higher than men on the priority list (third with a rate of 41 versus fifth with a rate of 18).

Annex 8. Communication

Observations:

• The index has a significant difference between genders;
• All four elements are not aligned between women and men;
• Men’s priority element is women’s lower priority (# 3);
• Women seem to be more tactful than men in their communication;
• Men will tell their opinion like it is, regardless of others;
• We conclude that women and men have a significant different approach to communication in a Board setting. Women are more tactful and attentive on how to communicate than men.

Methodology

This article presents the results of a study involving the interviews with 45 seasoned directors in seven countries: Canada, Finland, Germany, Hungary, South Africa, Sweden and United States.

Interviewees are sitting on boards of traded companies with revenues of more than $1 billion. These board members all have over 10 years of experience in different industry sectors. An advisory committee helped the research team to identify the six most desired behaviors from a list of 39 standardized behaviors used in the assessment of CEOs. A questionnaire for each of the six behaviors was developed. Face to face interviews were conducted then using the questionnaire to gather comments from the interviewees based on their professional board
experiences.

Following are the six behaviors that were the subject of the study:

1. Sense of Ethics:
   Demonstrates a high sense of integrity and puts forward strong values related to ethics. Places the needs of the company before his own.
2. Strategic Thinking:
   Has a clear vision, anticipates trends and considers the risks associated with strategic decisions. Analyzes situations in a global perspective. Has good sense for planning and anticipating the long-term impacts.
3. Judgment:
   Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.
4. Commitment and Sense of Responsibility:
   Honors its commitments. Shows availability and assiduity. Spares no follow-up.
5. Communication:
   Able to share his views with clarity by promoting the adhesion of others. Knows how to use the right words to simplify the complexities of his thought.
6. Team Intelligence:
   Focuses on common goals, priorities and problems through active listening of the concerns expressed by others by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementarities on the Board.

In this study, more than 2,000 pages of interview notes which were the subject of a thorough review were collected. The observations and the information disclosed from the interviews were recorded, compiled and personal identifiers were removed to preserve confidentiality. In this report, the desired and undesired behaviors are listed which we have extracted from the interview transcripts with some of the most relevant comments and opinions.

The goal is to present what directors experienced and lived according to the six behaviors which were aimed to better understand. This study contains six sections, one for each behavior. In each of these sections, you will find the definition for each behavior, a brief summary of the results of the study and the list of desired and undesired behaviors mentioned by respondents.

What are the most efficient competencies of a Board Member in a Board setting?

Sense of Ethics

Definition: Demonstrates a high sense of integrity and puts forward strong values related to ethics. Places the needs of the company before his own.

For ethical values to be firmly rooted in an organisation, it must start from the top. The behaviors must be adopted by each director. Clearly, the chairperson plays a vital role to enforce a sense of ethics in a board setting. It is he who sets the tone hence the term “The Tone at the Top”. It is he who embodies the values that convert into behaviors within the meaning of ethics. It is he who will ensure that these behaviors are respected by everyone, including management.

In this study it was observed that there are two situations that can influence the Sense of Ethics: independence and compensation. The interviewees were clear in stating that if a director wants to remain on the board to help its social status, business contacts or to preserve or needs the income, he may tend to dilute their independence. In those two situations, the director will not disturb the CEO or chairperson in fear of being asked to leave.

Strategic Thinking

Definition: Has a clear vision, anticipates trends and considers the risks associated with strategic decisions. Analyzes situations in a global perspective. Has good sense for planning and anticipating the long-term impacts.

The desired behavior of Strategic Thinking is the ability to filter the facts through past professional and life experiences. It is the ability to analyze the information provided by management and assess what is good, what needs improvement and what is missing.

The diversity of the members is the greatest contribution to the strategic thinking. Everyone will provide opinions that are diverse because they are based on different past experiences and industry background. Respecting each director’s opinions is highly important to raise the level of strategic thinking in a board.

The clash of ideas and diversity of opinions is vital to ensure that strategies are validated. This exchange process contributes to understand and identify the risks of the company. Moreover, according to respondents, strategic planning and risk management are becoming increasingly complex and important in a board. This is one reason why the former CEOs of large corporations are sought to become directors since they have practical experience of executing a strategic plan and to manage risks.

The role of the director regarding the strategic plan is clear. It is not his responsibility to develop the strategy. However, he must ensure that a strategic plan exists, that it is a good one and that it is implemented.

Judgement

Definition: Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.

The behavior of “Judgment” received many interesting comments. It is interesting to note that when the respondents were asked to prioritize the six behaviors, only the judgment was ranked as the top behavior in100% of cases. For most respondents, judgment is seen as a proof of the quality of a director. A director who has no judgment is an ineffective director.

Respondents believe that judgment is partially innate and may have developed over the years. They observed that a long academic training does not ensure a better judgment. Rather, it is the accumulation of professional experience that fosters better judgment. Directors must deal with facts objectively. That is to say, they filter information through their professional experiences and they provide a constructive
and different opinion. Usually, a director should have demonstrated the ability to have a sound judgment in his prior career as a professional manager or entrepreneur. This is a behavior that allowed them to be successful. Retired CEOs have usually demonstrated good judgment to be successful in their career.

An important factor in the conduct of a director is the fact that they are asked to constantly make business decisions without having all the facts. Their good judgment will guide them in how to take action without assuming unnecessary risks. Those who are too emotional or who are always in a brainstorming mode will have more difficulty to step back and adopt a desired behavior with respect to judgment.

Commitment and Sense of Responsibility

Definition: Honors its commitments. Shows availability and assiduity. Spares no follow-up.

Today, directors are exposed to greater risk and more responsibilities than ever before. Respondents attest that there are few directors nowadays who are not well prepared for meetings. Since the average number of director on a board has decreased in the last 15 years, each must fulfill their duties with diligence. The formal assessment processes of the board helps increase its effectiveness. Also, there has
been an improvement in the transparency regarding the attendance level for each director.

Because the work load has increased, the expectation is that each director must contribute and carry their weight. Inside the boardroom, it is easy to identify who has not thoroughly read all the information provided. Preparing a well-structured question prepared in advance is the most efficient behavior for a director. It increases the meeting effectiveness and discourages the board to fall into a brainstorming mode because questions are asked on the spot without thinking it through. More and more, directors are living in a fishbowl and they can no longer hide their lack of preparation and contribution to the shareholders.

Communication

Definition: Able to share his views with clarity by promoting the collaboration of others. Uses specific words to simplify a complex thought.

A director must say what he thinks, feels and believes in a transparent manner. Questions that he asked must be of quality. A director who expresses his ideas with a structured thinking process adopts a desired behavior. Having good content when making a comment is a desired communication behavior. This is the best tool to influence other directors.

On the opposite, being eloquent with a meaningless message is an undesired behavior. It leads to a loss of credibility with other members.
Active listening and having an open mind are two best behaviors that the respondents are seeking from a director. It allows for everyone to express their ideas without being judged. It also allows the other directors to see things differently.

Many directors mentioned that learning new ideas are one of the main reasons they are motivated to be on a board, even if they are at the end of their career.

Team Intelligence

Definition: Focuses on common goals, priorities and problems through active listening by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementary skills between Board directors.

Directors are seeking respect from other directors on the board. In fact, a Chairman prefers that each director refrains from socializing with (i.e. outing activities with spouses) in order to preserve their independence of mind. They do not want anyone to be influenced to hold back on their opinion, because they are forging a personal friendship. The desired behavior is to have individuals who will test the opinions openly and create a clash of ideas. Too many familiarities can interfere in these circumstances. What is crucial for the Board to work well is to have diversity and a full exchange.

Some even admits that the debates and disagreements in a Board setting motivate them to stay. One can always disagree and it must be done in a respectful manner. If a Board member is too emotional or wrapped up in his opinion, then he will demonstrate undesired behavior. It is also negative for a director to use his reputation (i.e. CEO of a large corporation) to influence the Board or even bully another Board director.

Context

Now more than ever, directors are subject to much attention and their role is becoming increasingly important on the Boards of companies. All stakeholders want the directors to contribute to the growth of the company through active involvement on the Board, while shareholders and other stakeholders are asking them to fully assume their role as trustee.

After several years of assessing corporate Boards both in their efficiency and their structure, it was observed that the behaviors of individuals that make up a Board of directors of a publicly traded company are of great importance. How can the selection of the new director be assessed objectively? How are the desired behaviors defined to ensure an efficient management of the Board?

Over the last 20 years, the main improvements in governance have dealt with laws, regulations and structures. There was little emphasis on the behaviors of individuals that make up the Boards. In some countries, the regulators have requested that an assessment of the Board be made annually, including the evaluation of individual directors. Today, in developed countries, the majority of traded companies are using this process. This is a significant improvement from 15 years ago. Another example is the concept of independent director where the board of directors must be composed of a majority of independent directors. These two examples demonstrate the advancement of good governance and its application to restrict directors to behave as if they own the company without taking into account the interests of shareholders and other stakeholders.

Desired behaviors of individuals are essential to have an efficient governance model within a board. They are the driving force that allows a Board to reach the level of expected performance. There are many Boards that are exemplary and it is often the Boards of larger companies. And, in some cases, a Board that is well perceived may be going through serious difficulties from within. In those cases, the undesired behaviors of the directors become more apparent and they can lead to a dysfunctional Board. There are very limited scientific literature and references documented to address specifically the behaviors of a director. Most publications deal with regulations, structures and duties. In fact, it was found that most literature and references have mainly focused rules and regulations.

The experience when recruiting a new director shows that few tools exist to assess the behaviors of a candidate during the selection process. Few benchmarks exist when recruiting a director for the simple reason that there are no specific assessing tools to evaluate a director. The results of the research are to offer a framework to understand the desired behaviors of efficient directors.

Corporate Communications

Christian Schulte +49 178 2854744

About AIMS International (www.aims-international.net)

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

For more information, please visit www.aims-international.net.

This study was conducted by AIMS International, Leaders & Co, the College of Corporate Directors in Canada and Gauthier Murtada & Partners. The following is a summary of a study which includes remarks and comments from members of the Research Committee as well as their constituents and some professional board directors. We want to foster a discussion on the topic of desired and efficient behaviors of directors, while creating a practical guide for chairmen of boards, directors, members of Governance Committees, CEOs and any other person involved in the recruitment and the evaluation of a board director. The team was headed by Richard Joly, AIMS International and Leaders & Co.

Purpose of the Study

What are the efficient behaviors that positively influence the work of a director?

There is a large inventory of tools to assess the behavior of a president and CEO. There is access to comprehensive databases to determine their future behavior. However, no assessment tools exist to perform a good evaluation of the director. This is the main reason which motivated this study. The involved team sought to better understand and define the elements that lead to efficient behaviors. The research was conducted with the following partners:

AIMS International: provide a wide range of services, including global Executive Search and Talent Management services worldwide to a substantial and diversified client base.

Gauthier Murtada & Partners: offer solutions in assessment, development and executive coaching. It also makes available to companies a wide range of psychometric tests and assessments tools.

The College of Corporate Directors at Université Laval: offer directors a unique, top-quality professional certification program focused on best practices in governance.

Together, the team tried to identify the key behaviors for efficient director and how these behaviors can enable the board to better fulfill its fiduciary duty. The Research Committee consisted of Mr. Jean Bédard Professor at the School of Accounting, Faculty of Sciences from Université Laval and speaker at the College of Corporate Directors; Mr. Jacques Grisé, Ph.D., F.Adm.A, Program Director at the College of
Corporate Directors; Mr. Pierre Gauthier, founder of Gauthier Murtada & Partners and industrial and organizational psychologist; and Richard Joly, AIMS International and Leaders & Co, executive recruitment consultant and trainer and speaker at the College of Corporate Directors/Université Laval.

Methodology

This article presents the results of a study involving the interviews with 45 seasoned directors in seven countries: Canada, Finland, Germany, Hungary, South Africa, Sweden and United States.

Interviewees are sitting on boards of traded companies with revenues of more than $1 billion. These board members all have over 10 years of experience in different industry sectors. An advisory committee helped the research team to identify the six most desired behaviors from a list of 39 standardized behaviors used in the assessment of CEOs. A questionnaire for each of the six behaviors was developed. Face to face interviews were conducted then using the questionnaire to gather comments from the interviewees based on their professional board
experiences.

Following are the six behaviors that were the subject of the study:

1. Sense of Ethics:
   Demonstrates a high sense of integrity and puts forward strong values related to ethics. Places the needs of the company before his own.
2. Strategic Thinking:
   Has a clear vision, anticipates trends and considers the risks associated with strategic decisions. Analyzes situations in a global perspective. Has good sense for planning and anticipating the long-term impacts.
3. Judgment:
   Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.
4. Commitment and Sense of Responsibility:
   Honors its commitments. Shows availability and assiduity. Spares no follow-up.
5. Communication:
   Able to share his views with clarity by promoting the adhesion of others. Knows how to use the right words to simplify the complexities of his thought.
6. Team Intelligence:
   Focuses on common goals, priorities and problems through active listening of the concerns expressed by others by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementarities on the Board.

In this study, more than 2,000 pages of interview notes which were the subject of a thorough review were collected. The observations and the information disclosed from the interviews were recorded, compiled and personal identifiers were removed to preserve confidentiality. In this report, the desired and undesired behaviors are listed which we have extracted from the interview transcripts with some of the most relevant comments and opinions.

The goal is to present what directors experienced and lived according to the six behaviors which were aimed to better understand. This study contains six sections, one for each behavior. In each of these sections, you will find the definition for each behavior, a brief summary of the results of the study and the list of desired and undesired behaviors mentioned by respondents.

What are the most efficient competencies of a Board Member in a Board setting?

Sense of Ethics

Definition: Demonstrates a high sense of integrity and puts forward strong values related to ethics. Places the needs of the company before his own.

For ethical values to be firmly rooted in an organisation, it must start from the top. The behaviors must be adopted by each director. Clearly, the chairperson plays a vital role to enforce a sense of ethics in a board setting. It is he who sets the tone hence the term “The Tone at the Top”. It is he who embodies the values that convert into behaviors within the meaning of ethics. It is he who will ensure that these behaviors are respected by everyone, including management.

In this study it was observed that there are two situations that can influence the Sense of Ethics: independence and compensation. The interviewees were clear in stating that if a director wants to remain on the board to help its social status, business contacts or to preserve or needs the income, he may tend to dilute their independence. In those two situations, the director will not disturb the CEO or chairperson in fear of being asked to leave.

Strategic Thinking

Definition: Has a clear vision, anticipates trends and considers the risks associated with strategic decisions. Analyzes situations in a global perspective. Has good sense for planning and anticipating the long-term impacts.

The desired behavior of Strategic Thinking is the ability to filter the facts through past professional and life experiences. It is the ability to analyze the information provided by management and assess what is good, what needs improvement and what is missing.

The diversity of the members is the greatest contribution to the strategic thinking. Everyone will provide opinions that are diverse because they are based on different past experiences and industry background. Respecting each director’s opinions is highly important to raise the level of strategic thinking in a board.

The clash of ideas and diversity of opinions is vital to ensure that strategies are validated. This exchange process contributes to understand and identify the risks of the company. Moreover, according to respondents, strategic planning and risk management are becoming increasingly complex and important in a board. This is one reason why the former CEOs of large corporations are sought to become directors since they have practical experience of executing a strategic plan and to manage risks.

The role of the director regarding the strategic plan is clear. It is not his responsibility to develop the strategy. However, he must ensure that a strategic plan exists, that it is a good one and that it is implemented.

Judgement

Definition: Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.

The behavior of “Judgment” received many interesting comments. It is interesting to note that when the respondents were asked to prioritize the six behaviors, only the judgment was ranked as the top behavior in100% of cases. For most respondents, judgment is seen as a proof of the quality of a director. A director who has no judgment is an ineffective director.

Respondents believe that judgment is partially innate and may have developed over the years. They observed that a long academic training does not ensure a better judgment. Rather, it is the accumulation of professional experience that fosters better judgment. Directors must deal with facts objectively. That is to say, they filter information through their professional experiences and they provide a constructive
and different opinion. Usually, a director should have demonstrated the ability to have a sound judgment in his prior career as a professional manager or entrepreneur. This is a behavior that allowed them to be successful. Retired CEOs have usually demonstrated good judgment to be successful in their career.

An important factor in the conduct of a director is the fact that they are asked to constantly make business decisions without having all the facts. Their good judgment will guide them in how to take action without assuming unnecessary risks. Those who are too emotional or who are always in a brainstorming mode will have more difficulty to step back and adopt a desired behavior with respect to judgment.

Commitment and Sense of Responsibility

Definition: Honors its commitments. Shows availability and assiduity. Spares no follow-up.

Today, directors are exposed to greater risk and more responsibilities than ever before. Respondents attest that there are few directors nowadays who are not well prepared for meetings. Since the average number of director on a board has decreased in the last 15 years, each must fulfill their duties with diligence. The formal assessment processes of the board helps increase its effectiveness. Also, there has
been an improvement in the transparency regarding the attendance level for each director.

Because the work load has increased, the expectation is that each director must contribute and carry their weight. Inside the boardroom, it is easy to identify who has not thoroughly read all the information provided. Preparing a well-structured question prepared in advance is the most efficient behavior for a director. It increases the meeting effectiveness and discourages the board to fall into a brainstorming mode because questions are asked on the spot without thinking it through. More and more, directors are living in a fishbowl and they can no longer hide their lack of preparation and contribution to the shareholders.

Communication

Definition: Able to share his views with clarity by promoting the collaboration of others. Uses specific words to simplify a complex thought.

A director must say what he thinks, feels and believes in a transparent manner. Questions that he asked must be of quality. A director who expresses his ideas with a structured thinking process adopts a desired behavior. Having good content when making a comment is a desired communication behavior. This is the best tool to influence other directors.

On the opposite, being eloquent with a meaningless message is an undesired behavior. It leads to a loss of credibility with other members.
Active listening and having an open mind are two best behaviors that the respondents are seeking from a director. It allows for everyone to express their ideas without being judged. It also allows the other directors to see things differently.

Many directors mentioned that learning new ideas are one of the main reasons they are motivated to be on a board, even if they are at the end of their career.

Team Intelligence

Definition: Focuses on common goals, priorities and problems through active listening by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementary skills between Board directors.

Directors are seeking respect from other directors on the board. In fact, a Chairman prefers that each director refrains from socializing with (i.e. outing activities with spouses) in order to preserve their independence of mind. They do not want anyone to be influenced to hold back on their opinion, because they are forging a personal friendship. The desired behavior is to have individuals who will test the opinions openly and create a clash of ideas. Too many familiarities can interfere in these circumstances. What is crucial for the Board to work well is to have diversity and a full exchange.

Some even admits that the debates and disagreements in a Board setting motivate them to stay. One can always disagree and it must be done in a respectful manner. If a Board member is too emotional or wrapped up in his opinion, then he will demonstrate undesired behavior. It is also negative for a director to use his reputation (i.e. CEO of a large corporation) to influence the Board or even bully another Board director.

Executive Summary

In this research, the goal was to identify the desired behaviors of an efficient director that can be observed inside the boardroom. Six specific behaviors have been looked at: Sense of Ethics, Strategic Thinking, Commitment and Sense of Responsibility, Judgment, Communication and Team Intelligence.

From the results it can be concluded that Sense of Ethics is the fundamental behavior that everyone is seeking from a director before they are admitted into a boardroom. It is a ticket of entry. The Sense of Ethics is preserved when a director has a clear independence of mind. However, the degree of ethics can be influenced by the motivation of the director to sit on a Board. Social status and compensation are the
two main drivers that can lead to soften the independence of mind, especially if remaining on the Board is very important for the director. In this case, the director may not want to challenge or confront the CEO in fear of being asked to resign from the Board.

The second behavior in importance is the Strategic Thinking. The desired behavior from the director is in the quality of the question that they will ask the management team. Questions asked should help to improve the quality of the strategic plan and to monitor its implementation. It is the ability to make decisions with limited amount of information and to properly assess the risks involved. An undesired behavior is a micro-management attitude, where the director is giving direct orders on how to execute an action. In this case, the management will take responsibility for bad results.

The Commitment and Sense of Responsibility is an important behavior but this element has greatly improved over the last 15 years. Today, there is more transparency and the stakeholders are more informed if a director is not performing.

Judgment is the fourth behavior and it revealed a surprising result when the responses were looked further into. The desired behavior is the ability to keep a strong independence of mind and the ability to correctly assess new situations. The director must be resilient and able to adapt to changing circumstances. Good Judgment is perceived as an innate behavior and it can be developed through the years. Judgment revealed a surprising result when the responses were looked further into. Being asked to select the two most valued behaviors amongst the six, the interviewees selected Judgment in 83 % of the time, even higher than Strategic Thinking and Sense of Ethics which were selected 60 % and 43 % of the time respectively. Therefore, Judgment is the number one behavior which should be seeked when recruiting a new director.

The last two behaviors that were looked at, Communication and Team Intelligence did not seem to have a significant influence on the effectiveness of a director in the boardroom.

Context

Now more than ever, directors are subject to much attention and their role is becoming increasingly important on the Boards of companies. All stakeholders want the directors to contribute to the growth of the company through active involvement on the Board, while shareholders and other stakeholders are asking them to fully assume their role as trustee.

After several years of assessing corporate Boards both in their efficiency and their structure, it was observed that the behaviors of individuals that make up a Board of directors of a publicly traded company are of great importance. How can the selection of the new director be assessed objectively? How are the desired behaviors defined to ensure an efficient management of the Board?

Over the last 20 years, the main improvements in governance have dealt with laws, regulations and structures. There was little emphasis on the behaviors of individuals that make up the Boards. In some countries, the regulators have requested that an assessment of the Board be made annually, including the evaluation of individual directors. Today, in developed countries, the majority of traded companies are using this process. This is a significant improvement from 15 years ago. Another example is the concept of independent director where the board of directors must be composed of a majority of independent directors. These two examples demonstrate the advancement of good governance and its application to restrict directors to behave as if they own the company without taking into account the interests of shareholders and other stakeholders.

Desired behaviors of individuals are essential to have an efficient governance model within a board. They are the driving force that allows a Board to reach the level of expected performance. There are many Boards that are exemplary and it is often the Boards of larger companies. And, in some cases, a Board that is well perceived may be going through serious difficulties from within. In those cases, the undesired behaviors of the directors become more apparent and they can lead to a dysfunctional Board. There are very limited scientific literature and references documented to address specifically the behaviors of a director. Most publications deal with regulations, structures and duties. In fact, it was found that most literature and references have mainly focused rules and regulations.

The experience when recruiting a new director shows that few tools exist to assess the behaviors of a candidate during the selection process. Few benchmarks exist when recruiting a director for the simple reason that there are no specific assessing tools to evaluate a director. The results of the research are to offer a framework to understand the desired behaviors of efficient directors.

Corporate Communications

Christian Schulte +49 178 2854744

About AIMS International (www.aims-international.net)

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

For more information, please visit www.aims-international.net.

This study was conducted by AIMS International, Leaders & Co, the College of Corporate Directors in Canada and Gauthier Murtada & Partners. The following is a summary of a study which includes remarks and comments from members of the Research Committee as well as their constituents and some professional board directors. We want to foster a discussion on the topic of desired and efficient behaviors of directors, while creating a practical guide for chairmen of boards, directors, members of Governance Committees, CEOs and any other person involved in the recruitment and the evaluation of a board director. The team was headed by Richard Joly, AIMS International and Leaders & Co.

Purpose of the Study

What are the efficient behaviors that positively influence the work of a director?

There is a large inventory of tools to assess the behavior of a president and CEO. There is access to comprehensive databases to determine their future behavior. However, no assessment tools exist to perform a good evaluation of the director. This is the main reason which motivated this study. The involved team sought to better understand and define the elements that lead to efficient behaviors. The research was conducted with the following partners:

AIMS International: provide a wide range of services, including global Executive Search and Talent Management services worldwide to a substantial and diversified client base.

Gauthier Murtada & Partners: offer solutions in assessment, development and executive coaching. It also makes available to companies a wide range of psychometric tests and assessments tools.

The College of Corporate Directors at Université Laval: offer directors a unique, top-quality professional certification program focused on best practices in governance.

Together, the team tried to identify the key behaviors for efficient director and how these behaviors can enable the board to better fulfill its fiduciary duty. The Research Committee consisted of Mr. Jean Bédard Professor at the School of Accounting, Faculty of Sciences from Université Laval and speaker at the College of Corporate Directors; Mr. Jacques Grisé, Ph.D., F.Adm.A, Program Director at the College of
Corporate Directors; Mr. Pierre Gauthier, founder of Gauthier Murtada & Partners and industrial and organizational psychologist; and Richard Joly, AIMS International and Leaders & Co, executive recruitment consultant and trainer and speaker at the College of Corporate Directors/Université Laval.

Methodology

This article presents the results of a study involving the interviews with 45 seasoned directors in seven countries: Canada, Finland, Germany, Hungary, South Africa, Sweden and United States.

Interviewees are sitting on boards of traded companies with revenues of more than $1 billion. These board members all have over 10 years of experience in different industry sectors. An advisory committee helped the research team to identify the six most desired behaviors from a list of 39 standardized behaviors used in the assessment of CEOs. A questionnaire for each of the six behaviors was developed. Face to face interviews were conducted then using the questionnaire to gather comments from the interviewees based on their professional board
experiences.

Following are the six behaviors that were the subject of the study:

1. Sense of Ethics:
   Demonstrates a high sense of integrity and puts forward strong values related to ethics. Places the needs of the company before his own.
2. Strategic Thinking:
   Has a clear vision, anticipates trends and considers the risks associated with strategic decisions. Analyzes situations in a global perspective. Has good sense for planning and anticipating the long-term impacts.
3. Judgment:
   Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.
4. Commitment and Sense of Responsibility:
   Honors its commitments. Shows availability and assiduity. Spares no follow-up.
5. Communication:
   Able to share his views with clarity by promoting the adhesion of others. Knows how to use the right words to simplify the complexities of his thought.
6. Team Intelligence:
   Focuses on common goals, priorities and problems through active listening of the concerns expressed by others by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementarities on the Board.

In this study, more than 2,000 pages of interview notes which were the subject of a thorough review were collected. The observations and the information disclosed from the interviews were recorded, compiled and personal identifiers were removed to preserve confidentiality. In this report, the desired and undesired behaviors are listed which we have extracted from the interview transcripts with some of the most relevant comments and opinions.

The goal is to present what directors experienced and lived according to the six behaviors which were aimed to better understand. This study contains six sections, one for each behavior. In each of these sections, you will find the definition for each behavior, a brief summary of the results of the study and the list of desired and undesired behaviors mentioned by respondents.

What are the most efficient competencies of a Board Member in a Board setting?

Find the details about Sense of Ethics, Strategic Thinking following this link to Study 2 Part1, and details about Judgement and Commitment and Sense of Responsibility following this link to Study 2 Part 2.

Communication

Definition: Able to share his views with clarity by promoting the collaboration of others. Uses specific words to simplify a complex thought.

A director must say what he thinks, feels and believes in a transparent manner. Questions that he asked must be of quality. A director who expresses his ideas with a structured thinking process adopts a desired behavior. Having good content when making a comment is a desired communication behavior. This is the best tool to influence other directors.

On the opposite, being eloquent with a meaningless message is an undesired behavior. It leads to a loss of credibility with other members.
Active listening and having an open mind are two best behaviors that the respondents are seeking from a director. It allows for everyone to express their ideas without being judged. It also allows the other directors to see things differently.

Many directors mentioned that learning new ideas are one of the main reasons they are motivated to be on a board, even if they are at the end of their career.

Team Intelligence

Definition: Focuses on common goals, priorities and problems through active listening by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementary skills between Board directors.

Directors are seeking respect from other directors on the board. In fact, a Chairman prefers that each director refrains from socializing with (i.e. outing activities with spouses) in order to preserve their independence of mind. They do not want anyone to be influenced to hold back on their opinion, because they are forging a personal friendship. The desired behavior is to have individuals who will test the opinions openly and create a clash of ideas. Too many familiarities can interfere in these circumstances. What is crucial for the Board to work well is to have diversity and a full exchange.

Some even admits that the debates and disagreements in a Board setting motivate them to stay. One can always disagree and it must be done in a respectful manner. If a Board member is too emotional or wrapped up in his opinion, then he will demonstrate undesired behavior. It is also negative for a director to use his reputation (i.e. CEO of a large corporation) to influence the Board or even bully another Board director.

The Executive Summary of the study will be published on May, 6th. Contact Christian Schulte for the complete results, now.

Study 2 Part 1
Study 2 Part 2
Study 2 Part 3

Corporate Communications

Christian Schulte +49 178 2854744

About AIMS International (www.aims-international.net)

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

For more information, please visit www.aims-international.net.

May 2nd, 2013 – Lima, Perú – Armando Cavero, Managing Director of AIMS Perú is going to present each month one newly appointed CEO in the leading business magazine “G de Gestion” in Perú.

Armando Cavero, Managing Partner – AIMS International Executive Search Perú, Ecuador, Bolivia has started in April 2013 to present his new column.

The intention of this column is to interview a newly appointed CEO or high profile “C” position, from the line of sight of an Executive Search Consultant and share with the readers insights of the person, his/her style and among other things, the reasons for him/her to get a new job. The column is called “RECIÉN CAZADO”, which means in English to the point “Just Hunted”.

The first interview was led with JIMMY SUNI MELGAR, the CEO of Gloria S.A.

About JIMMY SUNI MELGAR:

Current Position: CEO Gloria S.A.
Previous Position: CEO Molitalia
B.A. Administration at Universidad del Pacifico, MBA at ESAN
Personal Data: Age 51, married, two daughters
Hobbies: Cycling

Interview:

JIMMY SUNI MELGAR: “I came to Gloria to stay”

In which company did your career start and how has it developed?

My career is linked to Fast Moving Consumer Goods. I started at Pepsico, and then moved to Unique, Nicolini, Molitalia and finally to Gloria, where I expect to be until the end of my career, I want my job at Gloria to be the last one I have, I want to retire at Gloria.
Your longer-lasting job was at Molitalia. Can we say that this company could be considered as your professional “school”?
Molitalia is a company that I will always remember in a special way. I worked there for almost 16 years, and it has left its mark. It was my first time as General Manager, and if I must consider any company as such, it would absolutely be Molitalia.

What made you move from one company to another?

Challenges, without a doubt. Every time I moved to another job it was always because I found challenges that were attractive enough for me to take a chance. It is not very common to go after challenges that imply risks, but that has been a landmark in my career, especially at the beginning.

In the case of Gloria, what attracted you, was it only the challenge or was there any other consideration?

Gloria is a special challenge. I join a very successful company, a growing one that has and always had an entrepreneurial spirit; keeping that stance is something I deeply admire and most likely that is why Gloria is a different kind of challenge.

It is not your first time at a multinational company, but can Gloria also be different in that aspect?

Absolutely. I have had many jobs in subsidiaries of multinational companies but now I am at the epicenter. The constant interaction with the top corporate executives is very important to me and I am proud to see the company as a whole, from Peru outwards.

What could you say about your work style and leadership? How was it and how is it now?

I appreciate self-sufficient team members and that has not changed because I work on a full trust basis. I never step over them when I want to communicate to their subordinates, I think that is not acceptable. Regarding my style, I believe that I have become moderate, I was more impetuous and strict and this could have been clearer on my earlier positions in Finance and Administration, but since I had my first CEO position, I perceived different realities clearer. That made me mature, it helped me have a broader vision and modulate my style.

Regarding the areas in which you rely on the most now, would it be reasonable to think first about those that were not part of your F&A origins?

I believe so. The commercial and production areas are the ones that contribute the most to me. I feel closer to the logistics area, which would be like the third leg of an imaginary stool I rely on.

How do you see yourself in five years? What will Jimmy Suni be doing then?

I see myself in Perú. I see myself contributing, learning and I see myself in Gloria because I am here to stay.

ORIGINAL ARTICLE:

Corporate Communications

Christian Schulte +49 178 2854744

About AIMS International (www.aims-international.net)

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

For more information, please visit www.aims-international.net.

April 30th, 2013 – Vienna, Austria – AIMS International has launched the second issue of the international study about the most efficient competencies for Board Members.

This study was conducted by AIMS International, Leaders & Co, the College of Corporate Directors in Canada and Gauthier Murtada & Partners. The following is a summary of a study which includes remarks and comments from members of the Research Committee as well as their constituents and some professional board directors. We want to foster a discussion on the topic of desired and efficient behaviors of directors, while creating a practical guide for chairmen of boards, directors, members of Governance Committees, CEOs and any other person involved in the recruitment and the evaluation of a board director. The team was headed by Richard Joly, AIMS International and Leaders & Co.

Purpose of the Study

What are the efficient behaviors that positively influence the work of a director?

There is a large inventory of tools to assess the behavior of a president and CEO. There is access to comprehensive databases to determine their future behavior. However, no assessment tools exist to perform a good evaluation of the director. This is the main reason which motivated this study. The involved team sought to better understand and define the elements that lead to efficient behaviors. The research was conducted with the following partners:

AIMS International: provide a wide range of services, including global Executive Search and Talent Management services worldwide to a substantial and diversified client base.

Gauthier Murtada & Partners: offer solutions in assessment, development and executive coaching. It also makes available to companies a wide range of psychometric tests and assessments tools.

The College of Corporate Directors at Université Laval: offer directors a unique, top-quality professional certification program focused on best practices in governance.

Together, the team tried to identify the key behaviors for efficient director and how these behaviors can enable the board to better fulfill its fiduciary duty. The Research Committee consisted of Mr. Jean Bédard Professor at the School of Accounting, Faculty of Sciences from Université Laval and speaker at the College of Corporate Directors; Mr. Jacques Grisé, Ph.D., F.Adm.A, Program Director at the College of
Corporate Directors; Mr. Pierre Gauthier, founder of Gauthier Murtada & Partners and industrial and organizational psychologist; and Richard Joly, AIMS International and Leaders & Co, executive recruitment consultant and trainer and speaker at the College of Corporate Directors/Université Laval.

Methodology

This article presents the results of a study involving the interviews with 45 seasoned directors in seven countries: Canada, Finland, Germany, Hungary, South Africa, Sweden and United States.

Interviewees are sitting on boards of traded companies with revenues of more than $1 billion. These board members all have over 10 years of experience in different industry sectors. An advisory committee helped the research team to identify the six most desired behaviors from a list of 39 standardized behaviors used in the assessment of CEOs. A questionnaire for each of the six behaviors was developed. Face to face interviews were conducted then using the questionnaire to gather comments from the interviewees based on their professional board
experiences.

Following are the six behaviors that were the subject of the study:

1. Sense of Ethics:
   Demonstrates a high sense of integrity and puts forward strong values related to ethics. Places the needs of the company before his own.
2. Strategic Thinking:
   Has a clear vision, anticipates trends and considers the risks associated with strategic decisions. Analyzes situations in a global perspective. Has good sense for planning and anticipating the long-term impacts.
3. Judgment:
   Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.
4. Commitment and Sense of Responsibility:
   Honors its commitments. Shows availability and assiduity. Spares no follow-up.
5. Communication:
   Able to share his views with clarity by promoting the adhesion of others. Knows how to use the right words to simplify the complexities of his thought.
6. Team Intelligence:
   Focuses on common goals, priorities and problems through active listening of the concerns expressed by others by focusing on teamwork. Seeks to establish trusting relationships. Recognizes the importance of complementarities on the Board.

In this study, more than 2,000 pages of interview notes which were the subject of a thorough review were collected. The observations and the information disclosed from the interviews were recorded, compiled and personal identifiers were removed to preserve confidentiality. In this report, the desired and undesired behaviors are listed which we have extracted from the interview transcripts with some of the most relevant comments and opinions.

The goal is to present what directors experienced and lived according to the six behaviors which were aimed to better understand. This study contains six sections, one for each behavior. In each of these sections, you will find the definition for each behavior, a brief summary of the results of the study and the list of desired and undesired behaviors mentioned by respondents.

What are the most efficient competencies of a Board Member in a Board setting?

Find the details about Sense of Ethics and Strategic Thinking following this link to Study 2 Part1.
.
Judgement

Definition: Knows how to put things in perspective and sets priorities after assessing the facts objectively. Remains objective in analyzing complex and ambiguous situations. Adopts a constructive approach and ensures good balance of the different views.

The behavior of “Judgment” received many interesting comments. It is interesting to note that when the respondents were asked to prioritize the six behaviors, only the judgment was ranked as the top behavior in100% of cases. For most respondents, judgment is seen as a proof of the quality of a director. A director who has no judgment is an ineffective director.

Respondents believe that judgment is partially innate and may have developed over the years. They observed that a long academic training does not ensure a better judgment. Rather, it is the accumulation of professional experience that fosters better judgment. Directors must deal with facts objectively. That is to say, they filter information through their professional experiences and they provide a constructive
and different opinion. Usually, a director should have demonstrated the ability to have a sound judgment in his prior career as a professional manager or entrepreneur. This is a behavior that allowed them to be successful. Retired CEOs have usually demonstrated good judgment to be successful in their career.

An important factor in the conduct of a director is the fact that they are asked to constantly make business decisions without having all the facts. Their good judgment will guide them in how to take action without assuming unnecessary risks. Those who are too emotional or who are always in a brainstorming mode will have more difficulty to step back and adopt a desired behavior with respect to judgment.

Commitment and Sense of Responsibility

Definition: Honors its commitments. Shows availability and assiduity. Spares no follow-up.

Today, directors are exposed to greater risk and more responsibilities than ever before. Respondents attest that there are few directors nowadays who are not well prepared for meetings. Since the average number of director on a board has decreased in the last 15 years, each must fulfill their duties with diligence. The formal assessment processes of the board helps increase its effectiveness. Also, there has
been an improvement in the transparency regarding the attendance level for each director.

Because the work load has increased, the expectation is that each director must contribute and carry their weight. Inside the boardroom, it is easy to identify who has not thoroughly read all the information provided. Preparing a well-structured question prepared in advance is the most efficient behavior for a director. It increases the meeting effectiveness and discourages the board to fall into a brainstorming mode because questions are asked on the spot without thinking it through. More and more, directors are living in a fishbowl and they can no longer hide their lack of preparation and contribution to the shareholders.

The next part of the results of the study will be published on May, 3rd. Contact Christian Schulte for the complete results, now.

Study 2 Part 1
Study 2 Part 2

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Christian Schulte +49 178 2854744

About AIMS International (www.aims-international.net)

Incorporated in Vienna, Austria in 1992, AIMS International is an international executive search organization of independently owned and managed executive search firms who work collaboratively to execute executive search assignment for global clients around the world. AIMS International is represented by over 350 consultants in more than 90 offices in over 50 countries throughout all continents. It was ranked the largest executive search partnership in the world by Search-Consult Magazine.

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