MITCHELL PHOENIX LEADERSHIP AND MANAGEMENT – MD CEO SURVEY 1995

Figure 1

How respondents' define their overall responsibility

Concerned
w i tEmployees
h: 30%

Strategy 25%

Shareholders 24%

Others -see list 12%

Customers 5%

Competitiveness 4%

Figure 2

Issues respondents' consider they cannot delegate

Choice/quality of 33%
senior team

Strategy/vision 18%

Relationships- 18%
investors/clients

Financial control 18%

Leading the Board

9%

Company philosophy
7%

Figure 3

The role senior colleagues played

in respondents' developm ent

Significant 42%

Crucial 24%

Made a contribution 24%

Not very significant 5%

Insignificant 5%

Figure 4

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 MITCHELL PHOENIX LEADERSHIP AND MANAGEMENT – MD CEO SURVEY 1995

The m ost valuable source

of ideas and inspirations for respondents

Own Managers 36%

Peers 24%
Junior staff 12%
Consultants 8%
Media 7%
Books 5%
Customers 5%
Competitors 3%

Figure 5
Score:
10 5%
9 3%
8.5 30%
8 34%
7.5 7%
7 38%
6.5 2%
6 9%
5 2%

On a scale of 1 (low ) to 10, how do you rate the

overall m anagem ent ability of
your senior executive team ?

Figure 6

Figure 7

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 MITCHELL PHOENIX LEADERSHIP AND MANAGEMENT – MD CEO SURVEY 1995

Respondents' view s of the m ost effective

w ay of raising the quality of
a senior m anagem ent team

Coaching by the CEO 25%

Learning from peers 23%

Time /Experience 21%

Skills training 18%

Junior Staff 13%

Specialist advice 7%

Reading 6%

Figure 8

The respondent's view of the tim e spent thinking about

strategy, structure and culture

Strategy 52%
5%

Culture 11%
9%
Equal 6%
strategy/structure
9%

Equal Structure/culture 1%

Figure 9

Respondents' view s of the m ost significant influence(s)

on their organisation's success
Past 5 years
Recession 15%

Achievement 22%

Concentration on core business 24%

Management strength 39%

Future 5 years
Shareholder satisfaction 4%

Economic recovery 7%

Other/no response 17%

Market/product development 29%

Management strength 43%

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 MITCHELL PHOENIX LEADERSHIP AND MANAGEMENT – MD CEO SURVEY 1995

Figure 10

The m ain threats to future prosperity for the organisation

External
Competition 50%
Regulation/political
intervention
37%

Other 13%

Internal
Resistance/inability to
change
38%
Shortage of management
capability
36%

Lack of responsiveness 20%

Other 6%

Figure 11

The personal qualities respondents feel have m ade them successful

Determination/courage/driv
26%
e

22%

Leadership/vision/strategist 16%

15%

Experience/knowledge/skill 11%

5%

Wisdom/judgement 5%

Figure 12
The five key qualities
respondents look for in a successor

Manager/motivator 23%

Determination/courage/drive 20%

Leadership/vision/strategist 18%

Wisdom/judgement 13%

Experience/knowledge/skill 12%

Ethics/integrity/honesty/trust 7%

Other - luck/memory/age etc. 18%

Figure 13

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 MITCHELL PHOENIX LEADERSHIP AND MANAGEMENT – MD CEO SURVEY 1995

The place 'social' responsibilities occupy

in respondents' current perceptions

High 32%

Medium/growing 25%

Very little - some 19%

Only towards 15%
employees/customers

Figure 14

Respondents' view forw ard on 'social' issues

5-10 years 45%

2-5 years 38%

1-2 years 9%

No view 8%

Figure 15

The responsibility of m odern business leaders tow ards

the definition and application of social values

Substantial 59%

Very little 16%

Internal only 15%

As individual only 5%

None 2%

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