Mimi Kurniawan

Are you ready and prepared in order to serve on a Board? What behaviours and skills are needed to succeed? In the HBR article written by Anthony Hesketh, Jo Sellwood-Taylor and Sharon Mullen, it lays out that there are 5 types of intelligence aspiring Board members need to cultivate, namely: ➡ Financial Fundamentals ➡ Strategic Thinking ➡ Relationship Building ➡ Understanding your role ➡ Cultural Awareness Whilst I cannot argue with any of the above mentioned types of intelligence, and the authors go into more depth on each in the article, I do feel that the intelligence in 'understanding your role' warrants more attention. Over the last 7 years as a Non-Executive Director and Chair, with 5 of those also in a full time Executive Leadership position I was afforded the opportunity to directly compare and contrast the role of an Executive Director to a Non-Executive Director. The term 'nose in, hands out' references the need to move from an operational mindset to one of a strategic nature and that is clearly key. In Chairing four different Boards, each with multiple stakeholders, I feel the need to adapt to the different cultural landscapes at each business is also essential as there is no 'one size fits all' approach in this regard. However, for me, there are two key aspects of being a Non-Executive Board Director that are absolutely crucial to be successful: 💡 The role of 'critical friend' - being able to navigate the delicate balance of both holding leadership to account from a performance and governance perspective with actively offering support, encouragement and sage advice where and when appropriate. 💡 The ability to focus - undertaking a portfolio career when you may sit on several Boards means having both the discipline to focus on each company and read the Board pack ahead of the meeting to ensure you can ask meaningful questions but also to possess the agility to mentally move from one company to another as and when the need arises and ensure you offer the appropriate support. ❓ What other elements would you suggest? #ned #nonexecutivedirector #board #effectiveboardmember #hbr #harvardbusinessreview #blackdogleadership

3

A very good summary on how to drive transformation…

16

Can one still invest in their own development to the sound of warplanes? I am deeply moved and inspired by the incredible commitment shown by the participants of the "Leading Self & Others" workshop I recently facilitated in Beirut. Despite the prevailing insecurity in Lebanon and the unsettling sound of warplanes breaking the sound barrier, these warrior participants from Strategy& Middle East remained dedicated to their personal and professional growth. Throughout the 2-days coaching workshop, we delved into transformative topics such as the Johari window, transitioning from manager to leader, embracing the power of vulnerability, identifying and avoiding toxic behaviors, and reflecting on why anyone should be led by you. This experience was particularly memorable for me because of the unwavering commitment to learning and development demonstrated by each participant, even in the face of adversity. Aida Imasdounian , Joanna Saade , Roy H. , Michael Haber , Ghadi Stephan , Lorna Dabanjian , Grace Dagher , Joumana Ghazale , and Karl Kevork Kroumian , your resilience and dedication are truly commendable! To all the participants, thank you for your courage and perseverance. You have not only enriched your own leadership journeys but have also inspired me and many others. Let’s continue to lead with empathy, authenticity, and strength. On a personal note, witnessing such dedication in the face of challenges has reinforced my belief in the power of continuous learning and the human spirit. It reminds me that growth is possible even in the most difficult circumstances, and that true leaders emerge not despite adversity, but because of it. #Leadership #PersonalDevelopment #ProfessionalGrowth #Resilience #LearningAndDevelopment #LeadingSelfAndOthers

368

30 Kommentare

It’s often said that it’s harder to unlearn old habits than to develop new ones. So, it’s no surprise that many of the toughest challenges companies face in lean transformations are due to lessons that people have yet to unlearn. For example, the idea that managers can make their people productive micromanaging is very difficult to eradicate. Leaders I have interviewed for my upcoming book Productivity Reimagined report that this barrier caused them to lose half their management teams during their transformation. Interestingly, these leaders had the integrity to blame themselves for not preparing their managers for the change.

2

We believe in doing executive search differently. Click here to learn more about Search+ ➡️ https://lnkd.in/dvdTvP7r #executivesearch #executiverecruitment #csuiterecruitment #leadershiphiring

9

"In today's fast-paced corporate landscape, most highly experienced leaders entering an organization are driven by a desire to make a significant impact and drive meaningful change. However, the approach they adopt in championing new ideas becomes the differentiating factor between success and failure. Unfortunately, when faced with resistance, some leaders become frustrated and disengaged or even choose to leave the organization. Affecting lasting change is not a solitary quest, but an inherently shared effort. It requires embracing a collaborative mindset that respects and includes diverse perspectives, maintains a strategic focus, and patiently navigates the complexities of organizational dynamics."

1

I couldn't agree with this article more. "While the C-suite is responsible for crafting the case for change, leaders can’t be the only ones communicating it. We’ve seen transformations where leaders are well intentioned but unable to energize and motivate the will to transform. They may follow a traditional top-down model of “informing” the workforce through C-suite email announcements or by providing their direct reports with information and then asking them to share it. This traditional top-down cascade is a “no regrets” move, though organizations invest far too little time deeply engaging all levels of the organization. Sometimes leaders will hold just a short briefing call with their top 200 or so reports and request that they get the message out to their teams. Too little effort is spent helping these leaders tailor their messages in terms of “what transformation means for our team” or prepare for difficult questions. As a result, the organization ends up with a “frozen middle”—where messages get stuck in a layer of potentially resistant middle managers or where confusion abounds." https://lnkd.in/gGF65Zty

10

1 Kommentar

More evidence in this HBR article of why most corporate well-being programs fail. The continued focus on individual-level interventions versus systemic fixes. To address this the article argues that organisations need to focus on interventions at the systemic level, such as workload management, autonomy and flexibility. I wonder how many organisation have reached that conclusion yet? An interesting read: https://lnkd.in/eza8VzXS #wellbeing #corporatewellbeing #EmployeeWellbeing #WorkplaceWellness #HealthyWorkplace #WellnessAtWork #PsychologicalSafety

106

20 Kommentare

Embracing the Future of Organizational Design The business landscape is evolving rapidly, challenging traditional organizational structures. Reflecting on Rishad Tobaccowala's insights in "Organizational Misfit," it's evident that a more flexible, permeable approach is vital. It's time to rethink how we structure our organizations, embracing diverse talent models and customer-centric designs. Having led transformations at global companies, I've witnessed the impact of trust and flexibility in driving innovation. As leaders, we must create dynamic systems to empower our teams to innovate and adapt to market changes effectively. How is your organization adapting to these new paradigms? Are you designing for yesterday’s assumptions or tomorrow’s possibilities? Let’s engage in a discussion on leading our teams towards a more adaptive, inclusive future. Link to Rishad Tobaccowala's article: Organizational Misfit https://lnkd.in/enbfYStS

4

Is it time for a culture reset? Taking a breath and examining your organisation’s culture doesn’t need to be daunting. Sometimes, it’s about tweaking rather than overhauling. At Beside, I help Founders, CEOs, Leadership Teams, and HR Leaders align culture with strategy. Whether you need specific interventions, ongoing mentoring, or sweeping cultural change, I offer a fresh perspective for meaningful progress and sustainable impact. Ready to assess and reset your culture? Let’s chat. At Beside, I provide: Executive Coaching Culture Consulting HR Leader Mentoring https://beside.coach/

17

About finding the right people in the right place... Recently, I had a conversation with a Chief HR Officer looking for the next generation of leaders to elevate his company. I suggested exploring the Bayer 04 Leverkusen case for insights. In November 2021, during a visit to BayArena, Fernando Carro de Prada shared his vision: "Soon Bayer 04 Leverkusen will win the Bundesliga International GmbH." Back then, it seemed like a lofty goal, but Fernando's strategic leadership and professional structuring have proved successful, emphasizing the importance of placing the right individuals in key roles. Fernando and Simon Rolfes exemplify effective teamwork, mutual respect, and long-term vision with mid-term results. Their collaborative approach highlights the significance of shared values and a cohesive vision within any organization. Notably, Xabier Alonso, a young Coach with extensive experience, showcases that one's early 40s can be the optimal career phase to push boundaries and strive for excellence. I encourage all executives in their 40s and 50s to take note of this exemplary team dynamic and consider emulating this successful model ; 😉 And course, pass by IESE Business School A Way to Learn ;-) Stay tunned! #Leadership #Teamwork #ProfessionalDevelopment #VisionaryLeadership

33

2 Kommentare

I've recently shared on women being more frequently allocated non-promotional tasks. Let's focus now on creating equitable work assignments that is crucial for maintaining a fair and productive workplace. Here are some best practices to consider: ▪️Evenly Distribute Work: As a manager, ensure that work is distributed fairly among team members. Avoid overloading top performers or underassigning tasks to struggling individuals. Balance the workload to prevent burnout and promote collaboration. ▪️Transparent Guidelines: Clearly communicate assignment guidelines, expectations, and criteria. Use accessible platforms to share information. When everyone understands the rules, it fosters an equitable environment. ▪️Personal Learning Goals: Incorporate personal learning goals into assessments. By recognizing individual strengths and areas for growth, you can tailor assignments to meet diverse needs. ▪️Interactive Assignments: Experiment with interactive, collaborative assignments alongside traditional. These alternatives promote engagement and accommodate different learning styles. ▪️Equitable Practices: Consider specialized differences in curricular experiences, provide multiple options for knowledge acquisition, and offer varied tasks rather than more of the same. Small decisions add up to create an equitable workplace. Reflect on moments that may not seem like decision points, and ensure equal access to opportunities for all employees

1

I used to dismiss coaching as a “fluffy” thing until…   As we roll into next week, between May 13-19, which is identified as “International Coaching Week” (to spotlight the impact of professional coaching) here is my experience with the finest coach I’ve had.   Many executive leaders, including CEOs with multi-decade business experience, have coaches.   I have been assigned leadership coaches in the past and here are 4 specific things my BEST coach did for me:   1) Created DISTANCE: That distance between MY WORLD-VIEW and WORLD’S VIEW of me – is needed to see the two things separately. Especially for subtle things that you don’t consciously notice.   2) Helped me SLOW down vs. SCROLL down: Amidst the daily bustle of getting stuff done, SLOW down (and reflect) vs. SCROLL down (and reply to that next unread email).   3) Increased my CONFIDENCE dealing with CONFIDENTIAL issues: Those hard-to-discuss things: that project, person, situation, etc.   4) Talked SPECIFICITY of actions not high PHILOSOPHY: Things I could do every single day, every single meeting – actions that can be reflected upon, even if they are not easily measurable.   Here is one example of the personal impact on me…   This is my 50th Linkedin post, likely read by 1000s of people.   I started posting after my coach inspired me. In my childhood I was so shy that I wouldn't even ask the grocery clerk a question – so this is HUGE progress for me.   A big THANK YOU to my best coach: I was lucky to find her, she is exceptional; add to that my self-reflective nature and staying-power, I found tremendous value.   You'll notice that the second locomotive helps “push” the heavy freight train, while the first one “pulls”.   If you need that “push” from that second locomotive there are some amazing coaches out there...   #FridayFlashback #PersonalDevelopment #Leadership #Coaching #TransformationalLeadership

16

4 Kommentare

The European Union’s sustainability legislation is changing how businesses operate. That’s why we’ve created a detailed guide that you can use to stay informed. Developed by industry experts at Stanton Chase and AFRY, it explains the EU’s sustainability directives clearly and concisely. https://lnkd.in/dEPT4CM5 #EU #ESG #sustainability #csuiteleaders #leadershipinsights

4

Good leadership article from McKinsey, with a number of interesting observations and recommendations. As an advocate for more effective utilization of our senior talent in organizations, I really appreciated the comment that, “The current leadership team should create personalized immersion sessions for new leaders. The most senior executives should lead these courses rather than having them administered by HR or delivered through self-driven courses. Senior leaders should compare notes with future leaders, get them to open up about their biggest challenges, and jointly determine how to address them. Lessons can come from anywhere in the business ecosystem.”

3

#Stereotypes I recently faced a challenge familiar to many. Hearing perspectives that didn’t align with my own, particularly on sensitive topics like conflict and identity. It reminded me how easy it is for stereotypes to overshadow individual stories, reducing entire nations or religions to a single, incomplete narrative. In moments like this, I try to remain curious and open asking myself: “What am I missing and what do I need to know more off to better understand.” My cultural intelligence journey has been incredibly valuable providing me tools allowing me to check in with myself when assumptions or judgements are building up. These tools help me move beyond quick conclusions and toward genuine understanding. What helps you in those situations? #Human #Inclusion #CulturalIntelligence #PersonalGrowth Like my content & want to learn more? 🔔 ring the bell on my profile 🌐Karen Miller & follow #DiVerseConsulting for future posts

91

31 Kommentare

#HoganAssessments One of my clients recently found themselves in a fascinating position: transitioning into a fast-paced startup after years of success in traditional corporate environments. Through our work with the Hogan Assessment, we discovered that their high score in Tradition — a preference for structure, stability, and established processes — initially seemed like a contradiction to the more fluid, innovative nature of a startup. However, we reframed this “contradiction” as a strategic advantage. Tradition doesn’t have to mean rigidity—it can also mean creating valuable frameworks that help guide growth, establishing sustainable practices, and being a cultural anchor in environments that are constantly shifting. By leaning into their strengths, my client was able to bring consistency and reliability to their startup team, while still staying open to the creative and agile mindset needed in a fast-moving industry. It’s a great reminder that no personality trait is a limitation—it’s all about context and how you use it to your advantage! #Leadership #ExecutiveCoaching #HoganAssessment #Startups #Tradition #Coaching #CareerGrowth

16

2 Kommentare

A thoughtful and insightful article by Erin Meyer in HBR. Addressing the question: "If culture eats strategy for breakfast how should we be cooking it? Excellent advice and guidance on how to create a compelling and engaging organisational culture that drives strategy. At Caledonia we build our culture around "Keep it Simple, Keep it Personal and Make it Right", with the aim of providing distinctive and practical guidance which reflects the challenges and opportunities the business faces. #organisationalculture #strategy #hbr #keepitsimple

14