Foreword

This is a time when we need leadership, a time for leaders. Our world is crumbling and calling for a new definition of ourselves. I am not only referring to the world of financial services, which is rethinking its codes, purpose and values, but the world at large.

If you take a minute to pause and look around, speed, values, social justice are emerging as new powerful themes to think about. Thanks to the fast development of technology and new powerful tools, such as the so-called social media, we have to face changes with a different attitude. These topics challenge us – as both a corporate community and individuals – to find answers to a very new set of questions.

• How can we remain competitive in the long term when the information base keeps expanding?
• How can we grow and develop our organisations when most financial markets are either in shambles or reinventing themselves?
• How can we balance risk and reward, profitability and compliance, to create a new world that is more sustainable and possibly more equal?
• What is the role of innovation and how do we innovate processes, products and – I will throw this into the mix – people?

Exercising leadership has never been so exciting and so difficult. The pathway to it is more confusing than ever.

When I think about leadership, I think in numbers. Let me explain. When I think about a leader, I do not see a solitary person at the top of a mountain, entrenched in an ivory tower, exercising power and holding the ultimate truth.

Rather, I see someone out there, engaged and doing things. I see someone who tries his or her best to teach and pass on know-how to colleagues. I see someone who behaves like a coach, not just a boss. A leader should be out there, cutting through complexity and looking forward, towards the future, not holding on to the past.

One of the duties a leader has is to challenge others to think differently – actually, not just to think differently but also to have the courage to put experience into practice and even to fail. A leader should allow (even ‘push’) for failure in others. Without failure there is no opportunity to learn.

A leader ought to be engaged – not just because he or she is passionate about whatever the work is but because of an inherent desire to learn and constantly develop.

A leader must be ‘out there’ looking for talented people in order to let them grow and, maybe, make them future top managers. One of the most critical responsibilities of a leader is to feed the talent pipeline of the organisation and build teams. Not just any type, but diverse teams that are able to complement the leader’s own skill set, overcome any shortcomings and play on their strengths. Groups of people that can compete, be in conflict and contribute to the common cause. Challenging teams that will debate, push, disagree … Harmony is not always the sign of a great team. Contributing to a common vision and leading change as one – exchanging, enriching is the name of the game.

A leader should play the role of catalyst for people – helping them build self-confidence so that they reach the best part of themselves. It will translate into profitability for the organisation.

A leader should drive action and be ruthless when it comes to execution. We have to face it, only the concrete realisation of ideas, vision and the ability to lead change counts – they are the ultimate signs of leadership.

I am a strong believer in leadership being more natured than nurtured, however, Marianne here very succinctly summarises a potential recipe for successful leadership.

What is interesting is that she presents a simple yet well thought through model, rooted in three critical and mutually supporting dimensions – the core awareness of the individual, how then this emanates to their immediate environment of influence and, then drives impact on the world at large.

Marianne develops easy-to-follow solutions and methods that have the merit of being tangible and immediately applicable.

If you are experiencing leadership for the first time, this book will help you on your journey and prepare your future path. If, however, you are already a seasoned leader, this book can give you a fresh perspective, a good dose of inspiration to start doing things differently, integrating an understanding of a younger workforce with different needs, dreams and desires. It will also help you kick out complacency or cynicism!

You want to be a leader? Be authentic, open, honest. Do not compromise on who you are … because one day the music stops and you still need to go on. Happy reading!

Sergio Ermotti
Chief Executive Officer, UBS
Zurich, September 2012