C-Suite Intelligence 20th May 2020

Winmark's C-Suite Intelligence service providing news, content and research to help leaders across all C-Suite functions address the exceptional business planning and management challenges they are facing.

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A CEO’s guide to re-energising the senior team
McKinsey & Company
What should CEOs do when their strongest executives are unable to adapt to the new situation or are suffering from paralysis?
CEOs should try to help them learn to play by new rules. To achieve this there is frequently an emotional aspect that is at least as important as the rational element.

Empathising with the complex emotions executives may be feeling, as the assumptions underlying their business approach unravel, can be a critical part of overcoming the fear, denial, and learning blocks keeping them stuck.
CEOs don’t have to become armchair psychotherapists, but they do have to address the emotional lives of their top executives. This article provides recommendations - based on real-life examples – on how CEOs can help support senior leaders to meet the challenges they face.
Find out more here.  


How to manage executive pay and incentives in uncertain times
Often constituting one of the largest “controllable” costs, organisations need to undertake careful planning to retain, reward and motivate employees through this crisis. While the overall financial impact of executive pay cuts on the company’s bottom line is likely to be limited, such cuts are critical from a leadership, perception and messaging perspective. At a time when share prices are plunging and as companies may need to consider headcount reductions, executives cannot be seen as financially insulated.
What can boards and remuneration committees do? One approach includes reducing budgets for annual executive and employee cash incentive programs in light of lowered performance expectations and the need to better manage immediate cash flow and expenses. Organisations need to be mindful to do it in conjunction with reduced performance goals, or management will be doubly penalised with reduced budgets and below-par performance.
Another route is to revise targets for incentive awards for 2020 and beyond. If no adjustments are made to either budgets or targets for incentive awards, given the uncertainty, boards and remuneration committees could make discretionary adjustments at year-end. For equity based long-term incentive awards, there are multiple implications and considerations.
Find out more here.
The tools that will power the remote work revolution
This roundup of the latest innovations highlighted at the first conference created exclusively for the remote work industry gives an insight into the services and products that will be at the forefront of the remote work revolution.
Find out more here.
Is your crisis response defensive or proactive?
Encouraging dynamic capabilities in your organisation or team can help your business find its feet, even in perilous times.
What is it that sets some organisations apart from others in times of uncertainty? Firms with dynamic capabilities that can reconfigure their resources when necessary and manage contradictions tend to do much better than their counterparts during a crisis.
Three aspects seem to tip the balance: initial responses to threat, what we do about it (engage or disengage) and the dynamic capabilities of the strategic leadership team. This article gives advice, with examples, on how leaders can help their team members work towards a mature and more thoughtful response.

Find out more here.

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