Title RSS Good2Work section - Competencies

Arjan de Jongste (Philips): "We Do Not Believe In Hierarchy"

Arjan de Jongste — 2012-02-09T10:20:00+04:00

We continue talking with Arjan de Jongste, CEO of Philips Russia, Ukraine, Belarus and Central Asia, about people, about his way of solving conflicts and about cultural differences of Russian employees.

Angela Cretu (Avon): "Make Them Feel the Vibe of Doing Something Meaningful Together"

Angela Cretu — 2012-01-26T10:20:00+04:00

We are talking with Angela Cretu, Group Vice-President Eastern Europe at Avon Beauty Products, about her leadership traits. Angela believes that her most important quality is the ability to be a connector for people.

Tomasz Pawlikowski (Publicis): "Leadership Is Not Only a Gift, It’s a Responsibility"

Tomasz Pawlikowski — 2012-01-24T10:51:00+04:00

We are talking with Tomasz Pawlikowski, CEO of Publicis in Central & Eastern Europe, Russia, CIS and Greece, about his most important leadership traits, which are the abilities to inspire and guide people. He also believes that leadership is not something that can be learnt but something that people are born with.

Arjan de Jongste (Philips): "I Not Only Manage the Brand Philips I also Manage the Brand Russia"

Arjan de Jongste — 2012-01-17T10:50:00+04:00

Arjan de Jongste, CEO of Philips Russia, Ukraine, Belarus and Central Asia, believes that delegation and empowerment unlocks the potential in people and that it is important to let people do things on their own, because, otherwise, they'll lose half of their potential.

Sandeep Walia (The Ritz-Carlton): "We Ourselves Need to Be Happy to Give Happiness"

Sandeep Walia — 2011-12-15T10:36:00+04:00

Sandeep Walia, General Manager of The Ritz-Carlton, Moscow, is talking about managing people, "wow stories" and a way to create a great team from the very beginning.

Don Prince (CCL LLC): "We All Have Responsibility to Make the World a Better Place"

Don Prince — 2011-12-08T17:00:00+04:00

According to Don Prince, General Director at Center for Creative Leadership (ССL LLC), the most important values are good old fashion hard work, honesty and integrity. Also we are talking about culture difference between Russia and US.

Bruno de Labarre (Reckitt Benckiser): "The Biggest Challenge We Have in the Russian Market Is Unpredictability of the Laws and the Regulation"

Bruno de Labarre — 2011-12-01T11:31:00+04:00

We are talking to Bruno de Labarre, General Manager at Reckitt Benckiser Russia, CIS, about discipline, culture differences of Russian employers and the most important challenge he has now.

David Gray (PricewaterhouseCoopers): "Value Is Actually In the People"

David Gray — 2011-11-24T10:54:00+04:00

David Gray, Country Managing Partner at PwC Russia, talks about differences between generations and about what, on his opinion, is the most important value for the company, which is people – energetic, enthusiastic and inspired people.

Sandeep Walia (The Ritz-Carlton): "Behave Yourself as You Would Like Others to Behave"

Sandeep Walia — 2011-11-17T18:32:00+04:00

We are talking with Sandeep Walia, General Manager of The Ritz-Carlton, Moscow, about leading by example, empowerment, and why the biggest challenge he has right now is also an opportunity.

David Gray (PricewaterhouseCoopers): "You Need to Build Up a Team that can Work like an Orchestra"

David Gray — 2011-11-10T18:16:00+04:00

We are talking with David Gray, Country Managing Partner at PwC Russia, about his leadership style and what he believes are his strongest leadership competencies.

Don Prince (CCL LLC): "The Higher Persons Go in the Organization, Typically the More Optimistic They Are"

Don Prince — 2011-11-08T16:16:00+04:00

We are talking with Don Prince, General Director at Center for Creative Leadership (ССL LLC), about the most important leadership competences, his special hints to develop them, and how everyone can become an optimist.

Sandeep Walia (The Ritz-Carlton): "The Whole Philosophy of The Ritz-Carlton Says We Are Ladies and Gentlemen"

Sandeep Walia — 2011-11-01T18:37:00+04:00

Sandeep Walia, General Manager of The Ritz-Carlton, Moscow, thinks that the most important values are passion and pride, and of course, respect to the people. Also he tells us how to be an example and encourage people to make extra efforts.

Don Prince (CCL LLC): "Leaders of the Future Will Have to Work Across a Number of Boundaries"

Don Prince — 2011-10-25T17:58:00+04:00

Don Prince, General Director at Center for Creative Leadership (ССL LLC), tells us about the future of leadership, about competences that are going to be critical in next five to ten years and boundary spanning leadership.

Amit Sah (Citi Russia): "I Believe, It Is Important to Go Through a Crisis and Go Through the Difficult Times"

Amit Sah — 2011-09-29T10:59:00+04:00

Amit Sah, Consumer Business Manager, Citi Russia, believes that it’s very important to go through the crisis, because it helps to know a lot about your business and your people. Also we are talking about his main values and the company's culture.

Amit Sah (Citi Russia): "If Everybody Agree with You, There Is a Problem in Your Team"

Amit Sah — 2011-09-22T13:11:00+04:00

Amit Sah, Consumer Business Manager, Citi Russia, tells us about his strongest leadership trait, his way to pick up the right people, and stresses the importance of taking risks and making mistakes.

Kendrick White (Marchmont Capital Partners): "The Person Is More Important Than The Technology"

Kendrick White — 2011-08-25T08:20:00+04:00

In an interview with Kendrick White, founder and CEO of the "Marchmont Capital Partners" we are talking about the development and future of innovative business in Russia, about the important of human capital in any company and how Trust and Confidence contribute to strengthening of business processes

Per Wendschlag (IKEA): "Live the way you are!"

Per Wendschlag — 2011-08-18T13:18:00+04:00

We are talking with Per Wendschlag, General Director IKEA Russia and CIS, about ethics of the corporate life, young people and also about how orient they in a company.

Annelies van den Belt (CEO of SUP): "You Сan Сhange the Way People Look at Certain Things or Look at Themselves"

Annelies van den Belt — 2011-08-09T10:15:00+04:00

We are talking with Annelies van den Belt, CEO of SUP, about mistakes, creating luck in business and also about communicating with people in difficult situations.

Trust Should Be Rewarded

Marianna Gongalskaya — 2011-08-02T11:39:00+04:00

On April, 28th we started to accept applications for corporate participation in the Good2work 2.0 corporate club, which creates new type of business environment.

More than 100 Good2Work interviews with CEOs of leading local and multinational companies in Russia brought us to conclusion that lack of trust is one of the biggest problems in our business environment. Then the idea evolved to establish a business club where trust will be supported by common values of the participants. This way we can create a proprietary highly efficient business environment based on trust.

Steven Geiger (Skolkovo Foundation): "No Idea Is Too Crazy"

Steven Geiger — 2011-07-21T10:30:00+04:00

We are talking with Steven Geiger, Chief Operating Officer of Skolkovo Foundation, about his competencies and values that, he believes, are critical for any entrepreneur to share.

Bruno de Labarre (Reckitt Benckiser): "If You don’t Go to the Field to Check Things Yourself, then There Is no Way You’ll Understand what Is Going On"

Bruno de Labarre — 2011-07-14T11:56:00+04:00

Bruno de Labarre, General Manager at Reckitt Benckiser Russia and CIS, tells us about his strongest leadership competency, the role of communication in the company and his approach in managing people.

Annelies van den Belt (SUP): "Management Actually Is the Capital of Your Company"

Annelies van den Belt — 2011-07-07T09:49:00+04:00

Annelies van den Belt, CEO of SUP, is talking about successful leading, main competencies and also about challenges in business.

Per Wendschlag (IKEA): "It’s a Privilege to Make Mistakes"

Per Wendschlag — 2011-06-28T14:28:00+04:00

Per Wendschlag, General Director of IKEA Russia and CIS, believes that allowing people to make mistakes and letting them learn from it is better than having people that sit back and do nothing. He also believes that it is important to give people feedback and do it immediately.

Per Wendschlag (IKEA): "There Is One Nice Thing in Life - You Always Have a Choice"

Per Wendschlag — 2011-06-15T11:48:00+04:00

Per Wendschlag, General Director of IKEA Russia and CIS, is talking about his competencies, leadership style and also about his learning experience.

Bruno de Labarre (Reckitt Benckiser): "For Me the Key Value Is People, and It’s not just Words"

Bruno de Labarre — 2011-06-02T11:49:00+04:00

For Bruno de Labarre, General Manager at Reckitt Benckiser Russia and CIS, the company is about people. He also believes that company should act as a good citizen, and has a serious question for other CEOs about the new Russian generation.

Poll on Values Shared by Entrepreneurs and Executives

Yury Barzov — 2011-03-30T11:30:22+04:00

"What's the difference between businessmen and entrepreneurs?" asked aid to the President of Russian Federation a while ago in a meeting of businessmen, entrepreneurs, academics and state officials. Nobody gave a clear answer. Later some people claimed that entrepreneurs, unlike businessmen in general, need values to make money. And how about executives? We invite you to participate in a very simple anonymous poll on this issue. Please, find just a couple of minutes. Your opinion is important!

Ian Strickland (OBI Russia): "You’re Only Ever as Good as Tomorrow’s Results and what You Do Today Is Fundamentally Important"

Ian Strickland — 2011-03-01T12:55:00+03:00

According to Ian Strickland, Managing Director of OBI Russia, there are four core traits that he values the most: being open and honest, respect for people and awareness of what your performance needs to be.

David Steer (Kraft Foods): "Make Today Delicious"

David Steer — 2011-02-22T10:27:00+03:00

We are talking with David Steer, CEO of Kraft Foods in Russia, about inspiration, ability to be flexible in different environments and about different types of leaders.

David Steer (Kraft Foods): "My Reputation Worth Much More than Anything Else"

David Steer — 2011-02-15T14:30:00+03:00

David Steer, CEO of Kraft Foods in Russia, is talking about his main values and also about the issue why some people work because of fear.

Ian Strickland (OBI Russia): "When You Have Something that People Can Associate with It Becomes then the Common Denominator"

Ian Strickland — 2011-02-01T12:51:00+03:00

Ian Strickland, Managing Director of OBI Russia, believes that it is very important for business to get its DNA right. He also believes that it is valuable for the business leader to have inner self-motivation and self-improvement.

Ian Strickland (OBI Russia): "You Can Learn All about Business, but You’ve Got to Always Deliver Everything that You Learn through People"

Ian Strickland — 2011-01-25T12:46:00+03:00

Ian Strickland, Managing Director of OBI Russia, talks about his strongest leadership traits. He believes it's people management and the ability to motivate.

Ichak Adizes: "What Unites the Company Is Common Vision and Common Values"

Katia Barzova — 2011-01-18T12:12:00+03:00

We are talking with Dr. Ichak Adizes, one of the world's leading experts on organizational performance and change, chairman of the board of the Adizes consulting company, about how important it is to have values in business.

Ichak Adizes: "What Makes You a Good Leader is not what You Know, what You Have or whom You Know but what You Are as a Person"

Katia Barzova — 2011-01-11T14:20:00+03:00

Dr. Ichak Adizes, one of the world's leading experts on organizational performance and change, chairman of the board of the Adizes consulting company, tells us about leadership and explains how a person can become a true leader.

John Stech (Chrysler): "Speed Is the Ultimate Factor that We Strive for"

John Stech — 2010-12-22T12:15:00+03:00

The first competency that John Stech, CEO of Chrysler RUS, mentioned is the ability to make every member of the team to contribute to the organization, besides he talks about the decision making and the amount of responsibility that is available in his team.

Joerg Bongartz (Deutsche Bank): "The Hope to Get Back to What We Had Before the Crisis Is Useless"

Joerg Bongartz — 2010-12-14T12:27:00+03:00

Joerg Bongartz, Chairman of the Board, Deutsche Bank Ltd., talks to us about particularities of banking sector in Russia. We also talk about the new restrictions and how it is going to affect the banking business.

Peter Kronschnabl (BMW): "Let Them All Share Success and Failure"

Peter Kronschnabl — 2010-12-08T12:46:00+03:00

Peter Kronschnabl, President of BMW Group Russia, is talking about his strongest traits - the ability to lead by example and the ability to give people right responsibility to take decisions. We also talk about respect and values that Peter adhere in business and life.

Joerg Bongartz (Deutsche Bank): "You Always Have to Be Yourself"

Joerg Bongartz — 2010-11-30T12:21:00+03:00

We are talking with Joerg Bongartz, Chairman of the Board, Deutsche Bank Ltd., about his strongest leadership traits. Joerg believes that in his case it's credibility. He also believes that it's very important to be yourself.

Neil Tunstall (Indesit Rus): "It’s Useful to Know the Theories And to Listen to Business Gurus, but You Learn More Just by Listening to Your Peers from Different Industries"

Neil Tunstall — 2010-11-17T11:46:00+03:00

Neil Tunstall, General Director of Indesit Rus, shares with us challenges that his company is facing today and asks other CEOs about how to better understand the current situation in Russian economy.

Francois Poirier (Peugeot): "If We Want to Go Altogether in the Same Way,We All Have to Be Convinced that It’s the Good Way"

Francois Poirier — 2010-11-12T12:16:00+03:00

Francois Poirier, CEO of Peugeot in Russia, believes that the whole team should believe in the direction that the company should go, and the chief executive is not the only person who makes decisions. Also he tells us about the importance of personal communication between the members of the team.

Neil Tunstall (Indesit Rus): "All Companies Make Mistakes but Being Able to Apologize Is what Truly Important"

Neil Tunstall — 2010-11-09T13:34:00+03:00

The most important value that Neil Tunstall, General Director of Indesit Rus, adheres to is respect. Respect for people he works with, clients. He also believes that all companies should be able to admit their mistakes and never differentiate on the quality of their products.

Neil Tunstall (Indesit Rus): "Business Is Not a Democracy"

Neil Tunstall — 2010-10-19T11:12:00+04:00

Neil Tunstall, General Director of Indesit Rus, believes that his most important competency is being able to listen to people and value their opinion. He also believes that leader should be able to create an environment where people are not afraid to say what they think but also to know that the final decision is made by the boss.

Erik Koebe (Credit Agricole CIB): "You Need to Understand What the Individual People Are Doing on the Daily Basis, And What Ideas They Have"

Erik Koebe — 2010-10-05T10:39:00+04:00

We are talking with Erik Koebe, President of Credit Agricole CIB ZAO, about his strongest leadership traits. In his opinion, it is not just one but a combination of few different ones. We also talk about Russian specifics in the banking sector and how does he communicate these issues to the headquarters.

Vincent Ollivier (BNP Paribas): "Modern World Is Pushing Us to a Kind of Schizophrenia, Cutting Us Permanently in Two Parts"

Vincent Ollivier — 2010-09-23T11:20:00+04:00

Vincent Ollivier, Chief Executive Officer of BNP Paribas Vostok, is telling us what values are the most important for him. He also asks his question to other CEOs and telling us what is the major challenge in his agenda now.

Vincent Ollivier (BNP Paribas): "You Are a Rock of Will in an Ocean of Inertia"

Vincent Ollivier — 2010-09-14T14:26:00+04:00

We are talking with Vincent Ollivier, Chief Executive Officer of BNP Paribas Vostok, about his strongest leadership traits. He believes they are: a strong will and an ability to teach.

John E. Pepper (retired CEO P&G): "Most Important Reason of All Is That You’re Providing More Space for Great Young People to Come and Grow and Be Leaders"

Liza Barzova — 2010-07-15T11:23:00+04:00

We are talking with John Pepper, Chairman of the Board of The Walt Disney Company and retired CEO of Procter & Gamble, about entrepreneurship and Procter & Gamble's culture of growing leaders.

John E. Pepper (Walt Disney Company): "Bring the Vision Alive by What You Do, Always with the Aspiration to Figure out How to Do Better, Never with the Attitude that We’ve Solved the Issue, Aren’t We Great"

Liza Barzova — 2010-06-29T11:33:00+04:00

John Pepper, Chairman of the Board of The Walt Disney Company and retired CEO of Procter & Gamble, is telling us about the most necessary competencies a good leader should have. According to John there are few of them: ability to form a vision, ability to make right choices, ability to bring a team together along with others.

Ivan Svitek (Home Credit): "Trust Your Intuition"

Ivan Svitek — 2010-06-04T11:07:00+04:00

Ivan Svitek, Chairman of the Board & CEO, Home Credit and Finance Bank, is telling us about the importance of trusting your intuition in everything you do and about persistency in work and learning from your own mistakes.

Stefan De Loecker (Nestle): "I Don't Believe that Personal Values Can Be Different from the Ones in Business"

Stefan De Loecker — 2010-06-01T11:59:00+04:00

The next very important part in business is a set of values that allow the company to work successfully. Stefan De Loecker, CEO of Nestle in Russia and CIS, names his main values - the importance of being happy and successful.

Beware of Fake Leadership

Yury Barzov — 2010-05-26T14:43:03+04:00

Some people claim that arbalests once changed the rules of war, since an inexperienced arbalester could kill a knight who had a lifetime of training. As busienss leadership is a dream career for all corporate bureaucrats, which are not very fond of life long training, there are always many people ready to by an “arbalest of leadership”. It seems there are enough who are ready to sell.

Arkady Dvorkovich, Aide to the President of Russian Federation: "Today Major Task of the State Officials Is to Demolish the Barricades between Them and the rest of People"

Anastasia Sotsevich — 2010-05-21T10:29:00+04:00

Arkady Dvorkovich, Aide to the President of Russian Federation, delivered this exclusive video master class to the Talent Pool of the United Russia political party and our club as an opening part of our joint special project "Leadership Lessons from the State". Arkady believes that the most important competencies of a state official are the ability to work in a team, the capacity to work hard as well as the ability to rapidly recover from failures and setbacks.

Stefan De Loecker (Nestle): "If I Take My Personal Situation I Don't think I'm a Specialist in Anything"

Stefan De Loecker — 2010-05-20T13:22:00+04:00

Alignment and ability to make people work in one team are the strongest competences of Stefan De Loecker, CEO of Nestle in Russia and CIS.

Dmitry Konnov (Universal Music Group): "Relationship with an Artist Is like Family"

Katia Barzova — 2010-05-14T15:19:46+04:00

Dmitry Konnov, managing director of Universal Music Russia, shares with us the essentials of his job. He believes that ability to create mutual respect between all members of an artist's team is one of the core competencies that leader in music industry should have. He also stresses out the importance of creativity and energy within the team.

David Pearson (Deloitte): "We Are Always Doing Our Best to Help Develop People, So They Can Accomplish More Than They Even Dream They Can Accomplish"

David Pearson — 2010-05-05T09:20:00+04:00

David Pearson, Managing Partner and Chief Executive Officer of Deloitte CIS, explains us how partnership concept works within his organization, and believes that developing people is the most important thing. He also asks other CEOs about how they are going to manage their people and their businesses with current improvement in the market.

Joerg Schreiber (Mazda Motor Rus LLC): "People in Russia or Another Country Like East Germany Are Very Good at Smelling When There Is Something Fishy In There"

Joerg Schreiber — 2010-04-29T10:34:00+04:00

Joerg Schreiber, President and Managing Director of Mazda Motor Rus LLC, tells us about his values. We also talk about most important challenges that he has to deal with now.

David Pearson (Deloitte): "People Want to Think That Everything Is Black or White And, as You Know, It’s Not"

David Pearson — 2010-04-23T10:50:00+04:00

David Pearson, Managing Partner and Chief Executive Officer of Deloitte CIS, believes that integrity, commitment and support are his core values.

David Thomas (Volvo): If You Are a Democratic Company You Also Have to Listen to the Organization

David Thomas — 2010-04-16T09:43:00+04:00

The main values for David Thomas, President Volvo Car Russia, are respect for people and caring about security - that are the values that are important within Volvo company since 1927. It is really Swedish, really democratic.

David Pearson (Deloitte): "People for the Most Part Want to Go in a Direction And as a Leader, I Think, It’s Critical That You Provide the Vision for Them"

David Pearson — 2010-04-14T11:00:00+04:00

David Pearson, Managing Partner and Chief Executive Officer of Deloitte CIS, believes that being optimistic is his core competency, which allows him to bring confidence in his people and help them to believe in themselves.

Esther Dyson: "Once I spent six months training to be a cosmonaut in Star City..."

Esther Dyson — 2010-04-09T12:36:00+04:00

Esther Dyson, an independent investor and writer, tells us about her personal values, what she believes is the right for companies to do to be socially responsible and explains why working in innovations is hard.

Joerg Schreiber (Mazda Motor Rus LLC ): "Question Yourself: How Courageous Are You In the Face of Your Boss?"

Joerg Schreiber — 2010-03-30T10:37:00+04:00

We are talking with Joerg Schreiber, President and Managing Director of Mazda Motor Rus, about his strongest competency - courage: courage to have your own opinion, courage to make a decision, courage to not walk away from the responsibility.

David Thomas (Volvo): "I'm Not Better than Anybody Else in the Organization"

David Thomas — 2010-03-23T11:58:00+03:00

The strongest leadership trait of David Thomas, President Volvo Car Russia, is involving all people in the organization into decision making process. He also thinks that the amount of the information the person has shoud not be the only thing that differs him from the rest of the people in the organization.

The Path to the Summit - Changing Focus from Product to Client

Yury Barzov — 2010-03-18T17:40:00+03:00

Is there great excitement without hard effort? Is there great reward without extraordinary challenge? Is your team going through transformation? Is it on the path of all great teams and great companies? Is it on the path to the summit? Watch the video to get inspired for change...

Esther Dyson: "On Wall Street People Think that if You Just Throw Money at Companies or You Make Mergers, You're Going to Build Something New But You’re Not – You're Just Throwing Money at Something"

Esther Dyson — 2010-03-15T17:24:00+03:00

According to Esther Dyson, an independent investor and writer, success is about doing something new that is useful, making new mistakes and learning from them. She also believes that changing culture, people working together and people taking responsibility for results is something every company needs.

Dr. Axel Kniehl (Whirlpool CIS):"I Truly Believe the Current Booming Generation of Young Upcoming Managers in Russia is Quite Good"

Axel Kniehl — 2010-03-10T10:51:00+03:00

Dr. Axel Kniehl, Whirlpool General Manager for Russia and CIS, tells us how he copes with managing a large corporation and what the peculiarities of working in Russia are.

Dr. Axel Kniehl (Whirlpool CIS):"I will not compromise on trust and integrity just for the sake of making some additional money"

Axel Kniehl — 2010-03-05T13:14:00+03:00

Dr. Axel Kniehl, Whirlpool General Manager for Russia and CIS, clarifies his point of view concerning values in business and private life and explains which ones are crucial for him.

Three Stories on Design of Outstanding Experience

Yury Barzov — 2010-02-15T16:01:50+03:00

Understanding customer needs and behavior is the key to design of winning value proposition. Dee Cooper, Product & Service Director of Virgin Atlantic Airways Ltd., gives outstanding examples of what should or more often shouldn't be done to deliver inclusive solution to the customer. Read and watch three stories by Dee on service differentiation.

Andrew Cranston (KPMG): For Us there Will not Be any Business Without People Believing in Our Integrity

Andrew Cranston — 2010-02-04T12:21:00+03:00

Auditor's business is much client oriented, it's impossible to run the business without people being sure in the level of integrity of the organization, believes Andrew Cranston, Senior partner KPMG Russia and CIS. In the fast changing reality of the crisis the companies must bring to the clients the ideas fitted directly for them, but not the solutions which were up-to-date a month ago.

Andrew Cranston (KPMG): "A Huge Part of Being a Leader is to Bring Energy to the Situation"

Andrew Cranston — 2010-01-22T10:46:00+03:00

Andrew Cranston, Senior partner KPMG Russia and CIS, named a set of competencies which he thinks are the most important for him - that is an IQ, EQ and DQ competencies. And in his opinion the first two cannot exist without this third component. Besides, bringing energy to the situation is also very important for a leader.

Leadership in the Rhythm of Rock'n'Roll

Yury Barzov — 2010-01-21T13:52:00+03:00

Experience new way of leadership learning – short video lessons with top executives edited as rock'n'roll music clips.

John O'Keeffe (Diageo): The role of a leader is to find where in the organization this or that person can best use his talents

John O'Keeffe — 2010-01-13T10:41:00+03:00

John O'Keeffe, Managing Director of Diageo Russia and Eastern Europe Hub, tells about the most important values which he uses in his everyday life and in business - optimizm, trust and listening to his gut.

John O'Keeffe (Diageo): "Knowing Your People Really Well You Can Get the Best out of Them"

John O'Keeffe — 2009-12-22T11:36:00+03:00

In opinion of John O'Keeffe, Managing Director of Diageo Russia and Eastern Europe Hub, when a leader surrounds himself with people who are stronger than him, it helps him to build a successful business. The other strong competency that he possess is curiosity and John even call it a fantastic trait.

Richard Gaskin (GE Money Bank): "A Good Leader Doesn't Spend Too Much Time Thinking What His Particular Strength Is"

Richard Gaskin — 2009-12-16T11:12:00+03:00

Richard Gaskin, President and CEO of GE Money Bank in Russia, names the pecularities of working with Russian colleagues and tells us about the most important leadership competence.

Dimitar Alexiev (Heineken): Mobilizing the Organization Starts from Making It a Part of Everybody's Understanding.

Dimitar Alexiev — 2009-12-11T10:17:00+03:00

The competencies which are important for Dimitar Alexiev, CEO Heineken Russia, are mobilizing people, developing the strategy of the company and applying the cultural differences of Russia into the strategy of the company.

Victor Saeijs (Nokia): "You Are Never Too Old to Learn"

Victor Saeijs — 2009-12-09T10:30:00+03:00

Victor Saeijs, Vice-President Sales Eurasia for Nokia, explains what is the main difference between product and solution sales and also shares the experience how the process of internal education is realized within Nokia structure.

Victor Saeijs (Nokia): Honesty Takes the Longest Root

Victor Saeijs — 2009-12-01T11:40:40+03:00

Being honest, transparent and true and also creating the atmosphere for innovation are very important values for Victor Saeijs, Vice-President Sales Eurasia for Nokia. He also believes that the biggest values in everybody's life are family and health and he always tells this to his colleagues.

Victor Saeijs (Nokia): I Love to See that People Really Stretch and Challenge Themselves by Going to the Situations They Are not Familiar With

Victor Saeijs — 2009-11-27T11:50:11+03:00

There are two things which are important for Victor Saeijs, Vice-President Sales Eurasia for Nokia, - getting the best out of people, whether these are individuals or teams and stretching the people he works with to achieve the utmost results.

Dimitar Alexiev (Heineken): I'm Proud to Be Green

Dimitar Alexiev — 2009-11-24T11:34:00+03:00

Dimitar Alexiev, the СЕО Heineken Russia, names the main values of his company - enjoyment, respect and passion for quality. People are proud of being part of the company, the are "proud to be green".

Richard Gaskin (GE Money Bank): "Respect for People Is a Key Quality"

Richard Gaskin — 2009-11-19T10:57:00+03:00

Richard Gaskin, President and CEO of GE Money Bank in Russia, explains the main focus of his company and claims that respect and affection for people are vitally important in business life.

Austin Kimm (Renaissance Life): "Every Business on the Planet Has the Word Integrity In Their Set of Values"

Austin Kimm — 2009-11-11T10:32:00+03:00

Austin Kimm, President for Renaissance Life, explains to us how they make money in life insurance companies and what the main challenges for his company during the economic crisis are.

Philippe Graff (Dynargie): The Company Should Maximum Have Five Values

Philippe Graff — 2009-10-26T11:29:00+03:00

The four main values for Dynargie, established 27 ears ago are courage, empathy, positive attitude and quality. Philippe Graff, the founder of the company, is willing to tell us what each of them mean for the company and for him personally.

Christian Kremer (BMW): By Challenging Your Partner You’re Challenging Yourself

Christian Kremer — 2009-10-23T11:40:00+04:00

Christian Kremer, General Manager of BMW Russia, believes that to be a successful leader you need to obtain a certain level of professionalizm and ability to motivate and challenge people of your organization to reach the targets. In his opinion, the leader is developing from the early childhood, when some children take over a lead and make the rest of their mates follow them.

Philippe Graff (Dynargie): When 27 Years Ago We Started the Company we Knew It Must be International or It Might not Exist at All

Philippe Graff — 2009-10-20T10:41:00+04:00

Philippe Graff, the founder of the Dynargie company, tells us about the strongest trait of his company and about his own.

Adrian Marley (DHL): "One of the Things I Hate Most of All Are Those People Who If You Give Them Authority Abuse It"

Adrian Marley — 2009-09-30T10:43:00+04:00

Adrian Marley, General Manager, DHL Russia, tells us about the importance of values in life and business. He explains in more detail his belief that it is very important to maintain those values and display them to people around you.

Adrian Marley (DHL): "For Me, There Are Three Things that Are the Foundation of Everything I Do: Quality, Respect and Humor"

Adrian Marley — 2009-09-28T10:27:00+04:00

Adrian Marley, General Manager, DHL Russia, tells us about the strongest leadership competency – commitment to excel. He also tells us about his three most valued management principles: quality, respect for people and humor.

Michael Calvey (Baring Vostok Capital Partners):"When There's Maximum Amount of Fear and Pessimism, It's the Best Time to Buy Businesses and to Invest"

Michael Calvey — 2009-09-23T10:18:00+04:00

Michael Calvey, Co-Managing Partner of Baring Vostok Capital Partners, believes that poor economic situation is a good environment for putting money to work in investments and tells us about his main challenges.

Adrian Marley (DHL): "Problems Rise When Somebody Thinks They Are Better Than Everybody Else Because of the Size of Their Degree or Their MBA"

Adrian Marley — 2009-09-21T11:44:00+04:00

We discuss humor with Adrian Marley, General Manager, DHL Russia. He explains why he thinks humor is important in business and how he approaches it.

Michael Calvey (Baring Vostok Capital Partners):"I'm More Like the Coach of a Team or the Trainer of a Team than I am the Lead Player on the Field"

Michael Calvey — 2009-09-14T10:37:00+04:00

Michael Calvey, Co-Managing Partner of Baring Vostok Capital Partners, claims that passion and energy are the most important qualities a successful manager should possess and also mentions the capacity to motivate and inspire other people.

Jean-Luc Duramy (DuPont): Safety Is Like Glue Between People

Jean-Luc Duramy — 2009-09-07T11:50:00+04:00

Jean-Luc Duramy, Director DuPont Eastern and Central Europe, is telling the members of our club about the values which are significant to him in business and everyday life. He believes that safety is the value that is unique for DuPont all over the world.

Jean-Luc Duramy (DuPont): My Job Is to Make all These Dots Connected

Jean-Luc Duramy — 2009-08-31T10:31:00+04:00

Being a connector between people is the strongest competency of Jean-Luc Duramy, Director DuPont Eastern and Central Europe. "It's like building a football team - you need to make sure you have players with different competencies who play in different parts of the field", he says.

Steve Strachota (Cadbury): "You Want to Be Able to Operate in a Way that Your Employees Will Respect and that People Won’t Question"

Steve Strachota — 2009-08-24T10:26:00+04:00

Fairness and integrity are the most important guiding values for Steve Strachota, Managing Director of Cadbury Russia and CIS. He believes that if an organization follows those two principles then everything else will also fall on place.

Radoslav Vojnovic (Atlas Copco): "As a Company, We Are Always Trying to Be Good Citizens in a Country where We Operate"

Radoslav Vojnovic — 2009-08-19T09:56:00+04:00

Loyalty, integrity and the sense of responsibility are the most important values for Radoslav Vojnovic, Vice President Holding, Russia, Managing Director, ZAO Atlas Copco. He believes that there is no deal, which is worth of losing reputation of the company.

Austin Kimm (Renaissance-Life): "The Technicalities of Our Business Are Not Difficult; What Is Difficult Is the People Side"

Austin Kimm — 2009-08-13T11:39:00+04:00

Austin Kimm, President for Renaissance Life, enumerates the key aspects of forming the right team and tells us about his key leadership principles.

Steve Strachota (Cadbury): "You Do Need to Look Forward and You Need to Look Ahead, Because You Need to Know what’s Coming around the Next Corner and Be Able to Anticipate and React"

Steve Strachota — 2009-08-12T10:53:00+04:00

Steve Strachota, Managing Director of Cadbury Russia and CIS, believes that envisioning, communication and energizing the team are his main competencies, and it is very important for a leader to learn how to sell the vision that you’ve created to the employees.

Radoslav Vojnovic (Atlas Copco): "Only Competent People Can Achieve the Goals, Therefore, Our Strategy Is to Attract, Retain and Develop People"

Radoslav Vojnovic — 2009-08-04T10:30:00+04:00

Radoslav Vojnovic, Vice President Holding, Russia, Managing Director, ZAO Atlas Copco, tells us about the leadership model that his organization has and about how important it is to develop people within the company.

Jonathan Breeze (Jet Republic):"We've Moved Business Aviation in the same Way as We Saw when We Went from the Sony Walkman to the Apple iPod"

Jonathan Breeze — 2009-07-27T10:09:00+04:00

Jonathan Breeze, Chief Executive Officer and founder of Jet Republic, tells us about the values he shares within his organization, about what he believes works best for his company, and in few simple words explains us what Jet Republic is about.

Shannon Cullum (Saatchi & Saatchi): "I Don’t Know If I’m a Challenge Junky But I Like To Wake Up Everyday With a Certain Amount of Uncertainty"

Shannon Cullum — 2009-07-22T11:11:00+04:00

Shannon Cullum, CEO of Saatchi & Saatchi Russia, believes that integrity is a core value in operating business and that it is very important to protect it because once you lose it you might never be able to get it back. Shannon also tells us about his personal values that guide him in life.

Shannon Cullum (Saatchi & Saatchi): "One of the Things That We Set Out To Do Is To Have Our People Be Permanently Inspired Which Is Obviously Very Lofty Goal But There Are Things You Can Do"

Shannon Cullum — 2009-07-15T09:58:00+04:00

Shannon Cullum, CEO of Saatchi & Saatchi Russia, thinks that one of the most important traits for a leader is to have an unwavering goal in the mind that people should keep getting to despite different challenges they can meet on their way to it. We also talk about the importance of the inspiration and how to keep people be permanently inspired.

Jonathan Breeze (Jet Republic): "This Is About Performance and if You Can Get That in People's Heads, if They Realize that It's About the End Goal Doing It as a Team, Doing what They Meant to Do and Caring about It – You've Won, in Any Business"

Jonathan Breeze — 2009-07-07T11:32:00+04:00

We are talking with Jonathan Breeze, Chief Executive Officer and founder of Jet Republic, who believes that not a single business can survive without clear defined levels of authority, passion about what you’re doing, precision, unity within your company and good performance. He also implies how to avoid bad choices of the rewards for the employees, and believes that it is better to promote his people in accordance with their behavioral skills rather than technical.

Jonathan Breeze (Jet Republic):"It Is Better to Have a Bad Leader than No Leader at All"

Jonathan Breeze — 2009-06-29T12:25:00+04:00

Jonathan Breeze, Chief Executive Officer and founder of Jet Republic, believes that one of the main strengths of a good leader is being able to energize his team as well as being capable of getting right people to form the right team.

Values vs Profits: 400 Harvard MBA Graduates Voluntarily Took a Hippocratic Oath to Serve Greater Good

Yury Barzov — 2009-06-26T17:58:22+04:00

The question remains: Is it really hippocratic or just hypocritic? While top executives suddenly began to spend large ammonts from their remuneration on charity - does it mean they really care? True or False? There are inspiring lessons on values in our library. Watch them to feel the true value of values.

Peter Loukianoff (Almaz Capital Partners): The Best Companies Allow Their Employees to Grow Within the Structure

Peter Loukianoff — 2009-06-09T10:25:00+04:00

We are talking with Peter Loukianoff, Managing Рartner of Almaz Capital Partners, about the peculiarities of partnership based organizations, about the process of taking decisions in such organizations and about values which are important for Peter.

Owen Kemp (HP): Respect is the Basis for Communication

Owen Kemp — 2009-05-29T10:42:00+04:00

Respect and politeness, contribution, striving for something better and the need for adventure are the core value for Owen Kemp, Vice-President Hewlett-Packard and Managing Director HP Russia. In his opinion, it's important to be surrounded by different types of personalities in order to achieve goals. He also tells us what is unique about HP and what is the number one priority for today for his company.

Alex Gourlay (Alliance Boots): "I Get Up Every Single Morning Really Unsatisfied With how I Perform"

Alex Gourlay — 2009-05-27T10:53:00+04:00

Alex Gourlay, Chief Executive, Health & Beauty Division, Alliance Boots, UK, is speaking on how to be clear about the future and on understanding what is happening in the business at the moment. Alex explains why he is happy to work for business with high social responsibility.

Hannes Shariputra Chopra (Allianz Rosno): "Behave in Such a Way that if People Copy Your Behavior You Shouldn't Be Ashamed"

Hannes Chopra — 2009-05-22T10:52:00+04:00

Hannes Shariputra Chopra, CEO of Allianz Rosno in Russia, tells us about the management style he applies in his organization, about the governance and decision making process established in Allianz Rosno a few years ago and about a mixture of Eastern and Western styles of management that he believes works best.

Peter Loukianoff (Almaz Capital Partners): It's Hard for a Manager to Scale the Business if He Is too Detailed

Peter Loukianoff — 2009-05-20T11:26:00+04:00

Peter Loukianoff, Managing partner of Almaz Capital Partners, tells the participants of our Club about his strongest leadership trait - the empathy to the entrepreneur. We talk whether it's necessary to know the tiniest details of the business and how Almaz Capital Partners choose the companies to invest.

12 (TRUE or FALSE) Leadership Lessons From the Bridge of the Starship Enterprise

Yury Barzov — 2009-05-19T20:01:34+04:00

Kit Eaton (http://www.fastcompany.com/) on May 8^th, 2009 wrote: "There are great lessons to be learned from the words of these men who sit in the Captain's chair. Apply the wisdom of Starfleet's finest to your strange new world of business and you too will manage well and prosper". We tried to find out what our featured leaders think on the leadership wisdom from Star Trek...

Owen Kemp (HP): If a Human Being is Responsible for Something - It Has to Become Better

Owen Kemp — 2009-05-18T10:50:00+04:00

It is unacceptable for Owen Kemp, Vice-President Hewlett-Packard and Managing Director HP Russia, to hear that something cannot be done. So, he thinks that change is one of the most important factors of success in everything. He describes two his somewhat controversial competencies - being both an anarchist and an optimist.

Corporate Subscription to Good2Work Leadership Lessons

Yury Barzov — 2009-05-13T15:01:00+04:00

We offer unlimited corporate access via Internet or intranet and customization of our lessons library to your corporate competency model.

Alex Gourlay (Alliance Boots): "Don't Pretend You Have the Answer When You Don't"

Alex Gourlay — 2009-05-13T11:48:00+04:00

Alex Gourlay, Chief Executive, Health & Beauty Division, Alliance Boots, UK, believes that his strongest leadership trait is consistency and explains how to be consistent in the changing environment.

Hannes Shariputra Chopra (Allianz Rosno): "Micromanagement Is not a Negative Word for Me"

Hannes Chopra — 2009-05-07T12:01:00+04:00

Passion and energy combined with intelligence - are the core competencies for Hannes Shariputra Chopra, CEO of Allianz Rosno in Russia. He also names sustainability and ability to see the details of the business as two of the most important features for a leader to possess and gives us some examples how these competencies are realized in his everyday activities.

Sanjiv Kakkar (Unilever): "It's Important for the Leader to Set the Ego Aside"

Sanjiv Kakkar — 2009-04-29T11:23:00+04:00

The right balance between successful business and happy family life is the best source of energy for Sanjiv Kakkar, President of Unilever in Russia, Belarus and the Ukraine. He is also telling us about the most important challenge his company is faced with right now and the ways his team is dealing with this challenge.

Owen Kemp (HP): Communication Can only Happen with a Relevant Level of Curiosity and Education

Owen Kemp — 2009-04-22T11:17:00+04:00

The strongest leadership competencies of Owen Kemp, Vice-President Hewlett-Packard, Managing Director HP Russia, are the ability to communicate, to understand the counter parts, to have some empathy for their situation, as well as to be able to gather information from the communities he works with. Owen recalls some examples how his competencies helped him to build successful business for HP in Russia.

Marc-Emmanuel Vives (BSGV): "You Can’t Trust Something That Is not Clear to You"

Marc-Emmanuel Vives — 2009-04-14T10:10:00+04:00

Marc-Emmanuel Vives, General Manager of BSGV, believes that the fair business can be built only by living the values and principles of transparency and respect for people. People feel the attitude towards them and they will never believe anything that is not clear to them.

Sanjiv Kakkar (Unilever): "Good Leaders are Valued for High Level of Clarity on the Ultimate Destination"

Sanjiv Kakkar — 2009-04-08T11:11:00+04:00

Sanjiv Kakkar, Chairman of Unilever company in Russia, Belarus and the Ukraine, believes that clarity and the ability to galvanize and infect the team with the energy and passion to work are most important traits of a leader.

Marc-Emmanuel Vives (BSGV): "We Are in the Country Where Relationship is the Essence of Business"

Marc-Emmanuel Vives — 2009-03-31T10:58:00+04:00

Marc-Emmanuel Vives, General Manager of BSGV, believes that good personal relations are the base of successful business. He also tells us about other important values which help him to create the productive atmosphere in his company.

Marc-Emmanuel Vives (Rosbank): "Going into Details Is not Losing Contact With Reality"

Marc-Emmanuel Vives — 2009-03-25T10:54:00+03:00

Three main leadership traits - long-term thinking, attention to the details and attention to people - are the milestones in work for Marc-Emmanuel Vives, Vice-President of Rosbank.

Jonathan Knaus (Western Union): "I Can Never Work in the Environment Where I Couldn’t Laugh in"

Jonathan Knaus — 2009-03-23T11:14:00+03:00

Humor, in the opinion of Jonathan Knaus, Regional Vice-President for Eastern Europe ans CIS, is very valuable in business. Also we speak about honesty and integrity - the values which are extremely important in the changing environment.

Jonathan Knaus (Western Union): "Finding a Labor of Love Through Passion"

Jonathan Knaus — 2009-03-10T11:04:00+03:00

Jonathan Knaus, Regional Vice-President in Eastern Europe and CIS of Western Union, names passion as his strongest leadership trait. He believes that a good leader should broadcast his passion towards work on the day-to-day basis and create the atmosphere for initiative.

Dee Cooper (Virgin Atlantic): "I Believe in the Future and I Believe in Change"

Dee Cooper — 2009-03-03T10:19:00+03:00

We are talking with Dee Cooper, Product & Service Director of Virgin Atlantic Airways Ltd., about possibility for a leader to be arrogant and about her personal values which she shares in business and life.

Dee Cooper (Virgin Atlantic): "I Think We Probably Get Our Hands a Bit Dirtier and More Detailed Than Other Leaders".

Dee Cooper — 2009-02-20T09:58:00+03:00

Dee Cooper, Product & Service Director of Virgin Atlantic Airways Ltd., who has worked for Virgin Atlantic 14 years already, tells us how her team understands the competition, about their innovative ideas and about the peculiarities of creative leaders.

Dee Cooper (Virgin Atlantic): "You Have to be Clear if the Avenue is Not Worth Exploring Further"

Dee Cooper — 2009-02-19T10:02:00+03:00

Dee Cooper, Product & Service Director of Virgin Atlantic Airways Ltd, tell us about her strongest leadership trait - being the part of the team she works with. The leader has to be able to communicate to the members of the team what she likes and what she dislikes in the ideas proposed by the team and moreover, the leader must not be afraid of getting deep into details of the business.

René Schlegel (Robert Bosch): "We Need Values to Keep the Ship More or Less Steady and in the Right Direction"

René Schlegel — 2009-02-12T10:30:00+03:00

René Schlegel, Head of Robert Bosch in Russia, Ukraine and Belarus, believes that values within the company are very important and explains to us why and what values does his company adhere to.

Derk Sauer (IMSM): “The Main Thing about Management Is to Make Things Which Seem to Be Complicated Very Simple”

Derk Sauer — 2009-02-10T11:23:00+03:00

Derk Sauer, Founder and Chairman of the Supervisory Board of Independent Media Sanoma Magazines, is telling us how he has fun and makes profit by working with independent people and living the principles.

Filip Kegels (Danone): "It's Much Better to Say "I Have a Problem, Let's Try to Fix It" than to Hide the Problem Until It Explodes in Your Face"

Filip Kegels — 2009-02-09T08:54:00+03:00

Filip Kegels, General Director, Russia & CIS, tells us about values which are important to him - openness and enthusiasm, and why they are important. He also tells us what, in his opinion, the company should have in order to be successful and how he does it in Danone.

Steven Fisher (Citi): "If You Misstep and You Hurt Your Reputation the Cost Could Be Incalculable"

Steven Fisher — 2009-02-05T13:13:00+03:00

We are talking with Steven Fisher, Managing Director, Corporate Bank Head, Citi Russia & C.I.S., about reputation, values and crisis.

Michael Crow (GlaxoSmithKline): "You Have to Know When You Should Just Let Go and Trust People"

Michael Crow — 2009-02-04T10:33:00+03:00

Michael J. Crow, Vice President and General Manager of GlaxoSmithKline Russia, believes integrity is fundamental for the company and it is vitally important to trust your team.

Derk Sauer (IMSM): Give Creative People Enough Room to Be Stars

Derk Sauer — 2009-02-03T09:09:00+03:00

Derk Sauer, Founder and Chairman of the Board, Independent Media Sanoma Magazines, believes his strongest leadership trait is the ability to create environments where creative people can be successful.

René Schlegel (Robert Bosch): "I Think I Never Met Anybody in Whom I Couldn’t Identify Something This Person Is Good at"

René Schlegel — 2009-02-02T10:21:00+03:00

René Schlegel, Head of Robert Bosch in Russia, Ukraine and Belarus, believes that the three main leadership traits that he posses are: to be adaptable, to know how to identify what not to do and to believe that everybody is good at something.

Filip Kegels (Danone): "We Should Really Give People that Are Working in Your Company the Perspective Why They Should Get Up Every Morning and Start Working Very Hard for Your Company besides Just Getting a Salary"

Filip Kegels — 2009-01-30T10:41:00+03:00

Filip Kegels, General Director, Danone Russia & CIS, is telling us about what he thinks every leader should do - make employees be passionate about their jobs. He also explains why it is important; how he does it in Danone and how it helped him to make his company a market leader.

Michael Crow (GlaxoSmithKline): "Your Most Creative Moments Can Be When You Have a Breakdown"

Michael Crow — 2009-01-28T10:17:00+03:00

Michael J. Crow, Vice President and General Manager of GlaxoSmithKline Russia, believes that his strongest competency is resilience - the ability to never give up and to never lose out of sight the vision he is committed to.

Steven Fisher (Citi): "Animals Need to Adapt to Changing Environments to Survive; Businesses Need to Adapt to Changing Environment Also to Survive"

Steven Fisher — 2009-01-22T09:27:00+03:00

We are talking with Steven Fisher, Managing Director, Corporate Bank Head, Citi Russia & C.I.S., about inclusion and communication which are, in his opinion, parts of commitment. We also talk about changing environments and how companies should react in such situations in order to survive.

René Schlegel (Robert Bosch): "It’s Very Important in Leadership to Identify What Not to Do"

René Schlegel — 2009-01-21T10:05:00+03:00

René Schlegel, Head of Robert Bosch in Russia, Ukraine and Belarus, tells us more about his competencies, particularly, about the ability to define what should not be done and ability to see what other people are good at. "It’s Very Important in Leadership to Identify What Not to Do"

Filip Kegels (Danone): "I Could Not Function Without Enthusiasm, Energy and Dynamism"

Filip Kegels — 2009-01-16T10:02:00+03:00

Filip Kegels, General Director, Danone Russia & CIS, tells us about one of his strongest traits - energy. In his opinion, every leader should have enthusiasm, energy and dynamism, and should be able to transfer it to his people and his organization.

Steven Fisher (Citi): "Commitment Is a Force That Brings People Together, That Moves a Business Forward, That Takes You from a Goal or an Idea to an Achievement or to a Contribution"

Steven Fisher — 2009-01-14T11:56:00+03:00

Steven Fisher, Managing Director, Corporate Bank Head, Citi Russia & C.I.S., is telling us about his strongest leadership trait and what in his opinion is one of the most important parts of leadership - the ability to be committed. According to Steven commitment is central for doing business and is central to succeeding in today's world.

Gene Klann (Center for Creative Leadership): "If You Want to Make Sure You Achieve Your Mission – Take Care of Your People"

Gene Klann — 2008-12-25T10:30:00+03:00

Gene Klann, Senior Program Associate at the Center for Creative Leadership, believes that the most important value that effective leader should share in life is to know how to care about his people and be patient and, also, to be able to let his people be creative, so that they could take advantage of every good opportunity that may appear.

Gene Klann (Center for Creative Leadership): "During the Time of Crisis – That’s when Leaders Actually Need to Stand Up and Provide Leadership"

Gene Klann — 2008-12-22T11:14:00+03:00

Gene Klann, Senior Program Associate at the Center for Creative Leadership, believes that courage is one of the most important leadership characteristics, that a good leader should do what he thinks is right regardless of popular opinion and that all good leaders have to be organized and be the hard workers if they want to be successful in life.

Gene Klann (Center for Creative Leadership): "If You Realize that You May Have a Difficult Time Leading in a Crisis Situation than Maybe You Should Not Have Yourself in a Leadership or Management Position because People Are Going to Count on You"

Gene Klann — 2008-12-17T11:00:00+03:00

Gene Klann, Senior Program Associate at the Center for Creative Leadership, shares with us his knowledge of how to behave in a crisis situation: he believes that a good leader should be an effective communicator, that he should not forget to share even negative information, and that crisis is the time when leaders really need to be visible.

Stuart Lawson (HSBC Russia): "If I Can Look in the Eyes of my Ten-year-old Son When I Have Finished My Day at Work and Be Proud of What I’ve Done, than That’s Ok by Me"

Stuart Lawson — 2008-12-03T10:39:00+03:00

Stuart Lawson, CEO of HSBC Russia, believes that it is important to be able to pass on your set of standards to the future generation and that you have to understand in life where you should draw that line for yourself that you shouldn't cross.

Stuart Lawson (HSBC Russia): “Many Learnings in Life Don’t Come From the Easy Days, They Come From the Difficult Days”

Stuart Lawson — 2008-12-01T11:03:00+03:00

Stuart Lawson, CEO of HSBC Russia, believes that as you go through some difficult times you should know how to manage and that these times can bring more life experience and allow you to function even more successfully when things get better.

Stuart Lawson (HSBC Russia): "We All Are Always Learning and the Moment You Stop Learning It’s Time to Quit"

Stuart Lawson — 2008-11-28T10:04:00+03:00

Stuart Lawson, CEO of HSBC Russia, believes that the ability to learn is his strongest competency and that it is important to know how to absorb "learnings" from all the environments that you are in.

Johan Rosenberg (Oriflame): "Life Is Too Short to Spend Time on Things That You Don't Really Like"

Johan Rosenberg — 2008-11-27T11:12:00+03:00

Johan Rosenberg, Regional Director CIS & Baltics for Oriflame, is telling us about values he thinks are the most important ones in personal life as well as in professional, and why every leader should have a set of values and live by them.

Birger Steen (Microsoft) Examines a Case on Values and Comments on the Future of the Russian Software Industry

Birger Steen — 2008-11-26T10:16:00+03:00

Birger Steen, CEO of Microsoft in Russia, is telling us about the lawsuit against a school headmaster from Perm' and tells the participants of our Club of the real state of affairs around this issue and Microsoft's attitude towards it. We also talk about the potential of Russian IT home market.

Johan Rosenberg (Oriflame): "By Regulating Too Much You Lose That Entrepreneurship and You Lose the Spirit, You Lose the Winning Heart and Attitude With People"

Johan Rosenberg — 2008-11-25T11:04:00+03:00

Johan Rosenberg, Regional Director CIS & Baltics for Oriflame, is telling us about his strongest competency - the ability to listen to people. He thinks that it is very important to let people express themselves, express their thoughts and to try to understand their reasoning.

Patricia M. Cloherty (DeltaPrivateEquityPartners): 'A Great Value in Life is Knowing How to Say 'no' Respectfully'

Patricia Cloherty — 2008-11-17T10:10:00+03:00

Patricia M. Cloherty, Chairman and CEO of DeltaPrivateEquityPartners, says that her strongest leadership competency is a combination of knowledgeable straightforwardness, enthusiasm and good sense of humor mixed in.

Why Living the Right Values Is Important for Life and for Business?

Anastasia Sotsevich — 2008-11-14T13:26:00+03:00

We always ask leaders in the club to speak about their values because we believe values are important. In this article we collected opinions of the leaders in the club about the importance of values in their work and personal life.

Patricia M. Cloherty (DeltaPrivateEquityPartners): 'The Best Management Team Can do Extremely Well with a Second-Rate Idea'

Patricia Cloherty — 2008-11-13T11:15:00+03:00

Patricia M. Cloherty, Chairman and CEO of DeltaPrivateEquityPartners, tells us about the peculiarities of developing a partnership based organization, about her opinion on mistakes, and about her way of dealing with her team.

Philippe Delpal (BNP Paribas Vostok Bank, CETELEM Russia): "Values Are above Everything"

Philippe Delpal — 2008-11-11T09:40:00+03:00

Philippe Delpal, President of BNP Paribas Vostok Bank, CEO of CETELEM Russia, is telling us about values which he believes in. We are talking about three of them which are in his opinion the most important ones: responsibility, ethics and transparency.

Philippe Delpal (BNP Paribas Vostok Bank, CETELEM Russia): "It's an Illusion to Believe that You Can Be an Example in Everything"

Philippe Delpal — 2008-11-06T13:25:00+03:00

Philippe Delpal, President of BNP Paribas Vostok Bank, CEO of CETELEM Russia, points out that one of the key elements of his leadership style is bringing emotion into a team and bringing the team together.

Blake Sallé (Cisco Systems): "It Is Very Important To Make Sure That You Establish Your Values And You Lead Your Team to Adhere to Them"

Blake Sallé — 2008-11-05T09:26:00+03:00

Blake P. Sallé, Vice President of Worldwide Sales for Emerging Technologies at Cisco Systems, believes that values within the company are crucial and thinks that it is important to always hold on to your believes and values especially when your company faces some tough times.

Birger Steen (Microsoft): 'If you are a B-person you can hire an A-person and you are able to learn to be an A-person yourself'

Birger Steen — 2008-10-31T10:03:00+03:00

Birger Steen, CEO of Microsoft in Russia, tells us about his strongest competency - the ability to learn from people who report to him.

Chris Huggett (3COM): Seeks Balance in Business Deals and Life Alike

Chris Huggett — 2008-10-29T11:55:00+03:00

Chris Huggett, Regional Sales Director of 3Com, tell us about one of his most important values - the need to achieve balance in everything he does.

Philippe Delpal (BNP Paribas Vostok Bank, CETELEM Russia): "Conversation Is the Game that You Can Play with Two, Three or Four People"

Philippe Delpal — 2008-10-28T11:14:00+03:00

Philippe Delpal, President of BNP Paribas Vostok Bank, CEO of CETELEM Russia, is telling us about his qualities he thinks every leader should have: the willingness to communicate with people and the most important - the capacity to listen to them.

Blake Sallé (Cisco Systems): "Our Job Is to Create an Environment in Which People Can Be Successful"

Blake Sallé — 2008-10-27T09:13:00+03:00

Blake P. Sallé, Vice President of Worldwide Sales for Emerging Technologies at Cisco Systems, believes that his strongest leadership traits are passion and energy, and thinks that every good leader should be able to create the environment where his team gets this passion.

Dennis Hopple (CBSD/Thunderbird): "Whenever We Are Going Through Change Leadership Is about Giving People a Straight Story"

Dennis Hopple — 2008-10-24T11:53:00+04:00

Dennis Hopple, President of CBSD/Thunderbird Russia, explains how the ability to create sence of urgency and to build a culture of mutual respect helps a leader to navigate the whitewater of change.

Birger Steen (Microsoft): "Judgement Over a Person Is the Only Thing that Never Dies"

Birger Steen — 2008-10-23T14:30:00+04:00

Birger Steen, CEO of Microsoft in Russia, points out two major roles of values in everybody's life. We speak about critical situations where values are being checked and the role of a leader in setting these values for the company and his people.

Chris Huggett (3COM): "People Need to Feel Happy about what They're Doing"

Chris Huggett — 2008-10-22T11:46:00+04:00

Chris Huggett, Regional Sales Director - EMEA East 3Com Europe Ltd, discusses his strongest leadership competency - dealing with people like with adults in communicating the strategy of the company.

Dennis Hopple (CBSD/Thunderbird): "I Continue to Think about Long Term Because All Business Is Cyclical, What Goes Up Will Eventually Come Down"

Dennis Hopple — 2008-10-21T12:02:00+04:00

Dennis Hopple, President of CBSD/Thunderbird Russia, is telling us about his values and why living the values is so important for success in business.

Dennis Hopple (CBSD/Thunderbird): "Communication to Me Is a Two-way Street"

Dennis Hopple — 2008-10-17T11:08:00+04:00

Dennis Hopple, President of CBSD/Thunderbird Russia, tells us about his strongest competency - the ability to make his communication with people a two way street.

Robert Agee (Cisco): 'If I Lose Trust in Person I Won't Be Able to Work with Him any Longer'

Robert Agee — 2008-10-15T13:09:00+04:00

Robert Agee, Vice-president of Cisco for Russia, explains why people with ambition enjoy being empowered and stretched and speaks on his values and principles in life and work.

Robert Agee (Cisco): 'Passion and Inspiration Are the Things that any Leader Has to Embody'

Robert Agee — 2008-10-13T12:56:00+04:00

Robert Agee, Vice-president of Cisco Systems for Russia, tell us about one of his strongest competencies - the ability of setting clearly defined goals and objectives. That is the core factor, along with attitude of a person to everything he does, that he himself searches for in people.

Sergey Aslibekian: "To Convince You Need More than Talking"

Liza Barzova — 2008-09-13T16:12:44+04:00

Sergey Aslibekian, the Managing Partner of Grant Thornton, believes that his strongest competency is the ability to convince people to do something and to share his aspirations. In our conversation he tells us how he does it and how he manages to create a comfortable atmosphere for people in his company.

Andrey Kononchuk: "Respect for People Is Our Position"

Katia Barzova — 2008-09-13T16:11:29+04:00

Andrey Kononchuk, Co founder and CEO of popular and rapidly growing chain of fast food outlets Kroshka Kartoshka, believes that respect for people, cultivated in his company, helps to create favorable atmosphere within the team.

Sergey Krivonogov: "Hire Only Good People – It Makes Things Easier!"

Katia Barzova — 2008-09-03T11:26:55+04:00

Sergey Krivonogov, the Head of DDB Russia group of companies outlines his strongest competency: to choose right people for right positions, and tells us which qualities he appreciates most in his employees.

Anatoly Karachinsky: "Money Is a Necessary but Insufficient Condition for Success in Business"

Liza Barzova — 2008-09-01T16:45:39+04:00

Anatoly Karachinsky, President of IBS Group Holding, believes that the big business imposes the big responsibility on the person who runs it - obligations in front of investors, towards people who work for you. And you can't ignore these obligations.

George Chumburidze: "The Most Important Skill Is to Understand What Weight the Person Can Bear"

Liza Barzova — 2008-09-01T12:02:45+04:00

George Chumburidze, the general director of the representative office of Azimut Yachts in Russia thinks his strong point is his ability to explain people what he wants. He tells us how he does it and what is the most important in this competence. He also explains that leadership is always about responsibility.

Georgy Gens: "I Discuss Absolutely Everything with My Executives Even if Something Is Obvious Enough for Me"

Katia Barzova — 2008-08-29T17:20:22+04:00

Georgy Gens, President of Lanit Group of Companies, tells us how he makes decisions, why sometimes it is better not to hurry even though he doesn't like to hesitate; how his friend prevented him from being too credulous, and why the expert estimation and criticism are important within the company.

Mikhail Khabarov: "We Can’t Stop, Not a Single Member of My Team Can Afford It"

Katia Barzova — 2008-08-28T13:08:56+04:00

Mikhail Khabarov, CEO of Alfa-Capital asset management company, tells us how while creating a team in a company that was "bleeding", he instilled corporate culture that combines entrepreneurial initiative and team spirit.

Sergey Petrov: "Mission Grasps People"

Sergey Petrov — 2008-08-20T18:36:48+04:00

The founder of the largest Russian car dealer "Rolf" Sergey Petrov is sure the mission is necessary as a consolidating idea to make business successful. It is impossible to impose the mission; it should evolve. Today "Rolf" lives by principles and values, formulated by its managers in the beginning of 2000.

Leonid Novoselsky: The Ability to Trust People

Anton Murad — 2008-05-16T12:14:00+04:00

Leonid Novoselsky, CEO of the Gradient Group tells about his strongest area – the ability to trust people – and gives examples of how he uses this competency in business. Over 80 video conversations with leaders in Russian are available here.

Vladimir Skvortsov: The Speed of Taking Decisions

Vladimir Skvortsov — 2008-04-30T17:30:02+04:00

Vladimir Skvortsov, Alfastrakhovanie CEO, told us how he thinks a leader should take decisions. According to him the speed of taking decisions is the key factor.

Artem Bektemirov: To Communicate Vision You Need to Have Passion

Anton Murad — 2008-04-21T18:14:00+04:00

Some people reason by virtual pictures. Due to creative thinking they can easily imagine their future projects and analyze their development prospect. Artem Bektemirov, Drugstore Chain 36.6 CEO, is one of such people. Watch the video to know about his key competency.

Patrick Aghanian: How to Set and Communicate Vision

Patrick Aghanian — 2008-02-19T16:39:00+03:00

The vision has to be inspirational. It has to be something that people say "wow". I much prefer to fail doing a very big jump than to succeed with a very small step. Because I think that type of failure teachers you a lot about yourself, about the situation and it's something that becomes a lesson in life which actually helps you later to make right decisions.

Patrick Aghanian: How to Diagnose Situation

Patrick Aghanian — 2008-02-13T16:50:59+03:00

You need to take the time to listen. That is one of the most important thing that a leader should have. Most of leaders want to talk but in reality you should listen, especially in the beginning. There has to be a balance between listening and taking action. It is very important to understand when you have to make that transition from listening to action.