A league of their own

Decimus Meridius, Russell Crowe's character in the epic film Gladiator, would be an ideal example of a good chief executive. Maximus leads his men into battle, excels in strategy, is a people's person and enjoys the loyalty of his men.

His endurance, bravery and commitment are equalled by his sensitivity and concern for the people he cares about right until his last breath. That's what makes good leaders.

In real life, the corporate world can be as fierce as any battlefield that Maximus fought his enemies on, and its leaders just as impressive.

Some are master strategists such as Jack 'Neutron' Welch (former CEO of General Electric), while others such as Warren Buffett (Berkshire Hathaway) and Bill Gates (Microsoft) are astute, brilliant and philanthropic.

The list is also incomplete without mavericks such as Richard Branson (Virgin Group), Donald Trump (Trump Organisation) and Rupert Murdoch (News Corporation), who take risks, thrive on controversy and are known for their determination to succeed in the face of tough challenges. These men could give Maximus a run for his money.

Globalisation and evolving socio-economic and political dynamics have also spawned a new breed of leaders among sections once considered minorities. Women such as Anne Mucahy of Xerox and Indra Nooyi of PepsiCo are shining examples of commanders with a strong vision.

The African American community is also strongly represented among the leaders of the top 500 global companies. Kenneth Irvine Chenault, CEO and Chairman of American Express since 2001, is one among them, as is Stan O'Neal, chairman and CEO, Merrill Lynch, one of the world's leading personal and institutional financial management and advisory firms valued at about $1.6 trillion (about Dh5.88 trillion). Asians such as Jerry Yang, co-founder and CEO of Yahoo! Inc., and Lakshmi N. Mittal, President and CEO of Arcelor Mittal, also head some of the world's most profitable enterprises.

Essential traits

Today there are few barriers to hinder the rise of a powerful and capable leader. However, a few essential traits can make or break chief executives and also affect the fortunes of the companies they lead.

Professor Raed Awamleh, Dean of Academic Affairs at the University of Wollongong in Dubai, who has researched subjects such as strategic management and leadership, says: "Studies have shown that chief executives should start with a vision and a clear direction of where they want to take the company, organisation or institution, and how they will take it there. This vision could result from their own experiences, from observing others and from in-depth research and analysis."

However, vision on its own does not accomplish the task. "A chief executive also needs to know how to effectively communicate this vision to a group of people — including employees and shareholders — who will share that goal, and convince them to be part of it. They also need to have the consistency and ability to carry this vision through to fruition, especially through tough times. The ability to modify the vision in keeping with time and trends is also imperative. In addition, they need a sub set of management and communication skills such as the ability to analyse and conceptualise. Interpersonal skills and the ability to develop a bond of trust between their employees and themselves are key factors," says Awamleh.

His views are also reflected in the attitudes and management styles of several of the region's important business leaders. Harshad Mehta, Chairman, Rosy Blue FZE (a family-run business that is a global leader in the diamond industry) says, "Discipline is a thumb rule at Rosy Blue. We don't believe in spending time doing things or pursuing activities that are not in line with our policies. We focus on projects and ensure they are carried out efficiently once we initiate them.

If I am offered any new business proposal or project, I tend to spend time researching and analysing the proposal in great detail. I also consult with professionals and weigh the pros and cons of undertaking the project, including how it will benefit and support our core business, return on investments and other details. If I am convinced, I initiate the project.

This approach has helped me achieve success on all the projects we have undertaken. I also believe in taking risks or else we would not have got into areas such as mounting jewellery, coloured stones and branded jewellery."

Business model

Mehta believes that a good CEO needs to understand the business model first and then judge where their skill sets fit in. It could be finance, technical knowledge or marketing. It's important to bring something extra to the job. Hiring good people is also crucial.

"You should also respect the people around you. Pay heed to their opinions, empower and reward them for achieving goals, and guide them whenever necessary. This will contribute to your success," says Mehta.

"In addition to strong leadership qualities and a good dose of confidence, a good leader needs to have excellent communication skills and the ability to build trust in the people he interacts with, especially customers, suppliers, partners and employees," says Tomio Isogai, Managing Director, Sharp Middle East FZE.

"When you have trust business gets smoother. As a person who represents the company, a CEO or MD needs to pay attention to minute details, such as keeping good relations with clients or suppliers. They need to offer quick responses and find solutions on time."

Isogai joined Sharp in 1979 and has been posted in Saudi Arabia, the US, Mexico and Japan in senior management positions before moving to Dubai. Working and dealing with people in more than 55 countries helped develop a unique set of communication and management skills that have served him well, especially when it involves solving crises. He also credits his willingness and ability to adjust to different cultures and become "one of the locals" in his dealings while maintaining his Japanese identity, as an important element for his professional success.

"I believe in encouraging people to do their best or excel at something they have not tried before. As the MD, I have certain expectations of the people who work with me. For example, I do not appreciate people who don't deliver on their commitments. I admire people who think about the welfare of their team just as much as they would about themselves," says Isogai.

Ramin Attari, VP and MD, Nortel Middle East, also appreciates people who are self-starters and are constantly looking at ways to improve both themselves and the company. "This means taking the ball and running with it. It also involves highlighting risks and opportunities as they become apparent," he says.

Good leaders know the value of teamwork in ensuring the success of a company. Shinji Tada, Managing Director, Brother Gulf (a globally renowned company that manufactures printers, scanners and other electronic devices), says, "I'm a great believer in teamwork not because it's the most widely used management term but because teamwork has practically led to greater results for the company and for me personally. I work on a methodology called 'PDCA' (plan, do, check, action). I encourage employees to draft a strategy, work together in teams to implement the same and review based on the results," says Tada.

Prioritising the team that works for him is also an important criterion for Faisal Kotikollon, President and CEO, Emirates Techno Casting (one of the region's largest valve casting foundries).

"I have created an environment that is conducive for learning for all levels in the organisation, including the workers. I have conceptualised a community centre, which is presently under construction, aimed at improving the life skills of employees so that they can imbibe a new set of values, carry them back home and share them with their families. This, in turn, will seep into the fabric of society and, I hope, will make the world a better place to live in," he says.

Matter of trust

Trust is important to Karim Merchant, Managing Director, Pure Gold Jewellers (which has more than 40 jewellery retail outlets across the GCC and India). "It all starts with one single question for a perfectionist like me: Can I trust my managers? If not, then either I have not achieved the level of leadership my position requires or I have not done a good job in hiring managers with abilities and capabilities I can trust. I believe the first rule here is to have a winning team around you. The second is creating a spirited work atmosphere where people who come to work have high motivational levels and a smile."

He also feels that the employees must be inspired to feel greater ownership of the company and this feeling should also reflect in all the stakeholders of Pure Gold Jewellers. "On the other hand, I do also believe that an ideal CEO is able to ensure that every member of the company is in line with the vision and beliefs of the company, someone who is able to efficiently mobilise teams in carrying out corporate goals and strategies. Being in a position of power doesn't mean that you know everything; a certain degree of openness is needed to continuously learn. Finally, a good CEO or MD should be able to simplify complex things for his people," says Merchant.

Chief executives also have huge responsibilities, which include steering the company towards profits. According to Attari, these include ensuring the long-term competitive advantage, which helps protect the relevance of the company in the market.

"This is clearly achieved by making the right short-, medium- and long-term investment decisions in R&D, sales, marketing and other areas," he says.

Motivated staff

Tada says that achieving growth by exceeding customer expectations and ensuring satisfied and motivated employees will also impact the results of the company.

Kotikollon advocates accepting responsibility for success as well as failure with courage. "Both are sides of the same coin and hence there's no reason to claim credit only for the accomplishments," he says.

Juggling a huge list of duties and responsibilities can be a challenge especially when combined with managing a personal life.

Tada says, "It is difficult to balance personal and professional life when you step into the shoes of 'senior management' because that's the time the company expects you to deliver not just as an individual but as a company — so you are not just trying to do 'things right' but doing 'the right thing'. As you go up the management ladder, the expectations at home and your social obligations get difficult to balance. My best practice is when at work think work, when at home think family and when playing golf think golf."

"To say that the family has not sacrificed a great deal would be a lie. I am lucky to be blessed with a strong family unit, which has supported me from day one, and I suspect I will always have a debt here," says Mark Towers, Managing Director, Edwards and Towers, UAE-based property services company that focuses on The Palm projects.

Women have an even tougher time as leaders and it's not just because they have to strike a balance between their commitment to families and company but because of stereotypes linked to women in positions of power.

Awamleh says that research conducted in the US on women managers revealed that people reporting to women managers expected them to be tough and aggressive and manage them like male managers would. "However, in my opinion, you can't be successful if you are pressurised to be something you are not."

Women to the fore

Carol Wilson, MD of Performance Coach Training, agrees, saying that women have tougher challenges, since they are confronted by divided responsibilities between family and work. "Women also have to learn to lead in their own styles rather than emulating men."

Wilson, who began her career with Richard Branson, was the first woman in the world to found her own successful record label (Dindisc). Her view on how women should manage is especially important as women continue to increase their presence among the elite group of CEOs that run Fortune 500 companies. This year 10 women made the list whereas there were only seven in 2006.
As the business world accelerates, the challenges increase but so do the rewards. Six-figure and seven-figure salaries, coveted stocks, private jets, five-star hotels, luxury homes and unlimited expense accounts are just some of the perks.

So if you are looking to climb the corporate ladder, Merchant's advice may help: "Be observant — sometimes opportunities and great ideas come in different guises and in the least expected places. Do not take anything personally — it's all about business at the end of the day. Work hard and strive to be creative — think out of the box. Start early and be ready to make sacrifices, as it is part of the success you want to achieve."