Angela Cretu

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

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At Cofinity, we say we work at the intersection of #Strategy + #Consciousness, yet what does this mean exactly? First, we understand all the pragmatic activities required to scale an organization. We must have a vision, be clear on our strategy, understand product-market fit, be able to deliver on our value, and clarify OKRs by functional area so all spokes in the wheel understand their role. Second, we all know what generates the money and makes it all happen: PEOPLE. This is where consciousness comes in. When we approach work from all levels of our intelligence, not just our minds, the outcomes are just better, and the work is more fulfilling. To bring commercial and human thriving together in one business approach, we developed the Value Generating Model. This model anchors your #PURPOSE and clarifies your core reason for being. We help clarify the VALUE you make possible to all stakeholders and help you understand what's required from your PEOPLE to deliver. What CONSCIOUSNESS, or state of mind and heart is needed in your people. We then bring purpose, value and consciousness into your #VISION + STRATEGY to create action plans and roadmaps for how you will deliver on your value and who's accountable for what. We then create how you will EXPRESS your value in the market through internal and external communication, branding, and marketing. And finally, we clarify WELL-BEING by defining success metrics beyond financial that improve the quality of work, sustainability of the company, and overall health of your people, and positive impact you make in the market. Learn more about our Value Generating Power Session: https://lnkd.in/gwmZ2KHk #cofinity #consciousbusiness #consciousleaders

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Stanton Chase's Global Board shares their top book recommendations for 2024, offering insights to shape and inspire global leaders. Click here to read "From the Top Shelf: Our Global Board's Leadership Reading List" #ReadingList #LeadershipBooks #CSuiteConversations #CSuiteLeaders

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Leadership 2030: from profit driven to impact made 💥 As we transition into the next decade, a significant shift in leadership paradigms is emerging: the move from an old style focused on "profits made" to a new style centered around "impact made." 💼➡️🌱 In the past, leadership success was often defined by financial metrics—how much revenue was generated, how efficiently operations were run, and how shareholders were rewarded. While these factors remain important, the leaders of tomorrow recognize that true success goes beyond the balance sheet. The new style of leadership is driven by purpose and impact. It's about creating value that transcends monetary gain—whether it's fostering a more inclusive workplace, addressing environmental sustainability, or making meaningful contributions to society. This approach not only builds stronger organizations but also resonates more deeply with employees, customers, and communities. Leaders who prioritize "impact made" understand that profits follow when they lead with purpose. They inspire loyalty, drive innovation, and ultimately, create long-term value that benefits everyone involved. 🌟 What are your thoughts on this shift from profits to impact? Let’s explore this together! 👇 ps. I created this post and the image with the help of AI. #LeadershipEvolution #ImpactOverProfits #PurposeDrivenLeadership #AI

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9 Key Insights For The Drucker Forum’s ‘Next Management’ Initiative Forbes The 2008 ‘Moonshots For Management’ Initiative Has Important Lessons For the 2024 Drucker Forum’s ‘Next Management’ https://lnkd.in/eEC93Ajh Insight #1: Recognize The Gravity Of The Challenge. Insight #2:  Get The Right Definition Of Management. Insight #3.  Seek the Right Kind Of Solutions. Insight #4:  Seek The Right Change Model. Insight #5: Learn From Outlier Conversations. Insight #6: Examine The Financial Facts. Insight #7: Recognize Customer Centrality. Insight #8:  Spot An Emerging Management Paradigm. Insight #9: Fix The Philosophical Foundation Of Management. Heidi Musser Hugo Lourenco Richard Straub Jeffrey Pfeffer Julia Kirby Dr. Julia Raupp Curt Carlson, Ph.D. Darrell Rigby Rita McGrath Amy Edmondson Hunter Hastings World Management Agility Forum Julian Birkinshaw Barbara Brooks Kimmel Edwin Korver - Polymath ∇ Michael Lurie Timo Meynhardt Steven Kotler Ilse Straub Margot Tschank Roger Martin Pete Behrens Jim Highsmith Mark Béliczky Tarang Amin Gina Drosos Andrew Holm Joana Afonso🤝Doug Kirkpatrick Gary Hamel

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The CEO role is among the most challenging and demanding positions in any organization—particularly during times of uncertainty and upheaval. McKinsey's article nails the 5 most common dilemmas CEOs face: (1) Preserving the core (2) Delivering short-term results while investing in long-term performance (3) Building & managing a team of diverse individuals (4) Empowering others while maintaining control of outcomes; and (5) Immersing fully into the CEO role (especially for 1st-time CEOs) These key takeaways help CEOs navigate the inherent challenges they face: (a) Embrace a "both/and" rather than an "either/or" mindset (b) Find your support network and allow yourself to be vulnerable (c) Continually reassess your priorities and keep an open mind (d) Carve out regular time to reflect and reconnect with your mission The Alliance of CEOs has been bringing top leaders together in safe, confidential environments since 1996, enabling them to discuss their most complex, sensitive and strategic challenges in deep, candid conversations, learn and innovate faster, generate fresh approaches and gain more confidence. Our members lead companies ranging from early-stage to global public companies in every industry and market sector. Let me know if you'd like to schedule a time to talk.

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A very insightful Forbes 2024 article on #strategic #leadership of organizations’ top management at turbulent times like these. Quoting directly: “Navigating through turbulent times, leaders must carefully weigh the following aspects: * Protecting Employees: Ensuring the well-being, safety, and fair treatment of employees is primary. * Stakeholder Considerations: Leaders should weigh the impact of decisions on multiple, diverse stakeholders such as customers, suppliers, and the community. * Safeguarding the Bottom Line: While financial performance is essential, leaders must also focus on broader responsibilities worldwide * Organizational Well-Being: Beyond profits, leaders must maintain the organization’s health and sustainability.” The related phenomena on Spotlight: https://lnkd.in/dRGFqYuW Read original article in Forbes: https://lnkd.in/dC5k8vrE #future #foresight #strategicforesight #scenarioplanning #innovation #NBForum #NBF2024 #NBForum2024 #NordicBusinessForum

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How our guts influence us. A very interesting experience and article from Insead Marketing and Decision Neuroscience Professor Hilke Plassmann. #marketing #consumerbehavior #behavioralneuroscience #leadership #leadershipmanagement #businessowner #executivecoaching

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Effective Strategies Against Corporate Social Irresponsibility - Cultivate CEO Humility: - Prioritizes stakeholder interests. - Embraces diverse viewpoints. - Enhances systematic decision-making and feedback responsiveness. - Challenges with Group Learning: - Generates diverse ideas. - Often struggles with effective evaluation. - May stifle innovation. - Incentivize Loyalty Point Usage: - Leverage consumers' mental accounting. - Emphasize perceived value of points over cash. - Influence of Founders' Experiences: - Previous organizational experiences shape start-up culture. - Understanding cultural transmission enhances new venture success. Conclusion: Fostering humility in leadership, overcoming group learning challenges, leveraging consumer psychology, and understanding founders' impacts can drive responsible and innovative corporate practices. #leadership #ConsumerBehavior #learningdynamics

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“𝐇𝐨𝐰 𝐦𝐚𝐧𝐲 𝐠𝐥𝐚𝐬𝐬𝐞𝐬 𝐝𝐨 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞?” “𝐏𝐥𝐞𝐚𝐬𝐞, 𝐬𝐞𝐧𝐝 𝐦𝐞 𝐭𝐡𝐞 𝐥𝐢𝐧𝐤 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐥𝐚𝐜𝐞𝐬 𝐲𝐨𝐮 𝐛𝐮𝐲 𝐲𝐨𝐮𝐫 𝐠𝐥𝐚𝐬𝐬𝐞𝐬 𝐟𝐫𝐨𝐦” (𝐚𝐧𝐬𝐰𝐞𝐫 𝐛𝐞𝐥𝐨𝐰) HERE comes 𝐄𝐘𝐄𝐖𝐄𝐀𝐑 wisdom in my article on using your glasses as a means to build presence on Forbes Coaches Council Currently, I am coaching/mentoring on INSEAD Executive presence and influence programme. I have also written my thesis at INSEAD on executive presence. Since work from home has happened 𝐈 𝐡𝐚𝐯𝐞 𝐫𝐞𝐝𝐢𝐬𝐜𝐨𝐯𝐞𝐫𝐞𝐝 𝐡𝐨𝐰 𝐩𝐫𝐞𝐬𝐞𝐧𝐜𝐞 𝐜𝐚𝐧 𝐛𝐞 𝐛𝐮𝐢𝐥𝐭 𝐝𝐢𝐠𝐢𝐭𝐚𝐥𝐥𝐲. 𝐄𝐲𝐞𝐰𝐞𝐚𝐫 𝐩𝐥𝐚𝐲𝐬 𝐚 𝐜𝐫𝐮𝐜𝐢𝐚𝐥 𝐫𝐨𝐥𝐞 𝐢𝐧 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐛𝐫𝐚𝐧𝐝 𝐢𝐧 𝐭𝐡𝐞 𝐝𝐢𝐠𝐢𝐭𝐚𝐥 𝐚𝐠𝐞. It contributes to your executive presence, and overall professionalism. Thoughtful selection and consistent presentation of appropriate eyewear can significantly impact how you are perceived in the digital arena. Try Lenskart.com for your eyewear- great quality and budget friendly. Reach out to build influence through mentoring #PersonalBrand #ExecutivePresence #CommunicationSkills #DigitalLeadership

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Innovation is the lifeblood of progress and the driving force behind achieving sustainable development goals. In a business context, it’s the ability to conceive, develop, deliver, and scale new products, services, processes, and business models. Innovation can create value, enhance productivity, and foster competitiveness. The potential of innovation fuels hope. But all too often, that hope is dashed by ineffective execution. What does it take to spur innovation? “Efforts to focus an organization’s culture on innovation must be both systematic and intentional,” say McKinsey’s Matt Banholzer, Andy West.

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Doing tasks beyond the job description, or putting in too many hours in a day? As we move beyond the Taylorian mindset* inherited from the industrial age, we must sensitively embed 'human-centricity' with #wellbeing into our organizational culture. Now there are 2 implicit expectations from every role: 🛞 1. Business orchestration: Coordinating and integrating within and across business functions or deparments to achieve seamless operations and strategic goals. Job descriptions should explicitly start including this as the need for cross-team collaboration grows! 🛠️ 2. Culture hacking: Just as a tech hacker finds innovative ways to bypass barriers and enhance systems, a 'culture hacker' identifies and leverages subtle, yet impactful, changes to get work done; in turn shifting mindsets, behaviors, and values within a company. This involves challenging the status quo, experimenting with new ideas, and fostering an environment that embraces agility, collaboration, and continuous improvement (psst!...you get brownie points on your appraisal for this, especially in large enterprises.) Not even going to bring up technology enablement, as it's a given; and in my opinion, the relatively easier challenge for leaders compared to employee health and wellness. What do you think? _____ *Prioritizes efficiency, predictability, and control, often resulting in rigid structures and limited flexibility for agile experimentation and innovation. #FutureOfWork #OrganizationCulture #MindsetShift #OrganizationDesign #WellBeing #PersonalDevelopment #TalentManagement #JobDescription #RolesAndResponsibilities

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Great article by Sevda Özsönmez on how to prepare yourself and your leadership team for transformational growth, by integrating leadership assessments with the world's most respected leadership models: - The Quinn model of Driving Deep Change - The Adizes model of Balancing Critical Roles https://lnkd.in/g_VEwZqe

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As we prepare for our inaugural launch of Ashoka Changemakers in North America, I encourage you to consider either attending or sending one of your business leaders to this program. It is not an ordinary leadership training, this is a transformative, immersive experience on finding your purpose and sustainability within your business. The Guided Leadership Journey: Change from Within, a nine-month peer-guided experience starting in February 2025 that supports corporate changemakers to build up their inner ability to lead positive change through their organization. Given the success of this program in Europe, we are now launching the inaugural cohort in the United States (in addition to kicking off the third year in the EU!) and are looking for corporate changemakers who could really benefit from a peer-supported professional development journey with Ashoka.   As a reminder, this journey will give participants a chance to: Reflect on their leadership goals and purpose Strengthen a key skill or "superpower" Work closely with peers, coaches, and experts Develop an action plan to create positive change within their company   About applications and nominations: If someone comes to mind, you can either nominate them directly or share the program details with them. The registration deadline is December 15th, and more information is available https://lnkd.in/eHu7Rp-E Dawn Ciambriello Cristina Santos, CCDP-APDjuana Beamon, CCDP AP Desiree Dancy Mignon Early, Kerrie Peraino, Candi Castleberry, Dr. Cindy Pace Celeste Warren (She/Her) Joy Fitzgerald Rhonda Crichlow Kathrin Carpenter Jamie Eden Kelly Rotkewicz #changemakers #Ashoka #sustainability    

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We know that as leaders, heightened self-awareness is essential to showing up as the best versions of ourselves. But awareness is not enough. Our research at Heidrick suggests that the most self-aware leaders who then have the courage to contend with their flaws are what most successful leaders have in common. Simply put, there are two simple tests we can take ourselves: TEST 1 for a leader is “can you name your blind spots?” TEST 2 for a leader is “do you have the backbone to battle the flaws?” Growing your backbone to engage and combat your flaw, therefore, becomes the most essential necessary muscle in the leadership anatomy. For more, please read our study, “Too Aware to Fail.” #Leadership #Tooawaretofail

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