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INTERVIEW: YSC MEXICO
Q & A with Cecilia García, General Manager for YSC Mexico
Regarding competencies, we have identified six vital qualities: visionary and strategic leadership, excellence in execution, meaningful mobilization, orchestration, ambas- sadorship, and agile innovation.
The fourth component of the CEO profile refers to personal qualities—the way of thinking, working style, relationship and social style, personality traits, drivers, and emotionali- ty. These qualities serve as predictors of success. Personal qualities define the uniqueness of a person.
SBG: WHAT ARE THE MAIN CHALLENGES A CEO FACES?
CG: The demanding expectations of stakeholders to immediately deliver excellent results might derail a new CEO, distancing a leader’s focus from visionary or strategic thinking. It is very difficult to switch from a short-term performance approach that is tangible and easy for stake- holders to see to a long–term, results-oriented strategy.
Overall, the transition from being in the second level to becoming a CEO is extremely challenging.
Another great challenge is the feeling of “loneliness” that most CEOs face. Being solely responsible for the future of the company can lead to a feeling of isolation. The ultimate accountability of the role brings an emotional aspect into the equation.
SBG: TALK A LITTLE ABOUT THE NEED FOR SELF-AWARENESS.
CG: Self-awareness is the most powerful tool for a CEO. If a CEO knows how to operate in terms of personal quali- ties—emotionality, thinking, personality, way of working— as well as experience and competencies, then that person will be more able to adapt a personal leadership style to the organization. Further, this will enable the CEO to manage his or her own developmental path, rely on a mentor or coach, recognize uncomfortable feelings such as loneliness, attend a formal learning program, and so on.
SBG: HOW ARE LATIN AMERICAN CEOS DIFFERENT?
CG: In Latin America, CEOs are especially charismatic with an exceptional drive to succeed. However, they have a great need to realize their potential to greatly impact the growing market in which they operate.
They need to act without hesitation and beyond the limits of “what they are used to.” Latin American CEOs have
to position themselves as the global leaders they are and embrace their leadership potential.
  CECILIA GARCÍA
GENERAL MANAGER YSC MEXICO
SBG: WHAT DOES IT TAKE TO BECOME A CEO?
CG: There is not a particular path to becoming a CEO. However, research and practice show that there are well-identified features that CEOs share, all to do with leadership. It is expected for CEOs to inspire others to accomplish the business strategy.
CEOs have certain professional characteristics such as directive level experience and industry knowledge, as well as personal qualities that are relevant to the role. Both personal and professional aspects combine to enable CEOs to orchestrate the fate of an organization.
SBG: WHAT ARE THESE PROFESSIONAL AND PERSONAL CHARACTERISTICS?
CG: The CEO profile differs from that of a functional director or a second to the chair, and it varies according
to the organization. It’s not “one size fits all.” The CEO profile should be defined for each company according to the organizational culture, values, strategy, and situation.
Having said so, an organization should consider four ele- ments: context, level of experience, specific competencies, and personal qualities.
In terms of context, CEOs need the ability to adapt their personal style to best approach rapidly changing global business. Context is about flexibility to implement and the ability to simplify the complex.
The level of experience required depends on the type of or- ganization and its actual needs. More often than not, CEOs come from within the organization and know the business. Other times, a certain type of experience and knowledge
is lacking within the organization, so the CEO comes from outside. For instance, an organization’s international expansion would require a CEO with global multicultural experience.
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