Leadership/#Disrupted: A new lens on leadership competencies
DEILeadership StrategiesDiversityLeadershipSuccession PlanningFinancial ServicesCEO SuccessionExecutive SearchC-Suite SuccessionDiversity, Equity, and Inclusion AdvisoryAssessment and Benchmarking
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+ 8 authors
October 29, 2021
8 min read
DEILeadership StrategiesDiversityLeadershipSuccession PlanningFinancial ServicesCEO SuccessionExecutive SearchC-Suite SuccessionDiversity, Equity, and Inclusion AdvisoryAssessment and Benchmarking
Executive summary
A new generation of banking leadership is being defined by its ability to respond quickly to multiple forces that are disrupting traditional leadership agendas.
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This paper continues our series that explores the growing importance of innovative and inclusive leadership in banking, and is based on a study of over 9,000 senior executives carried out over the past four years. By exploring the underlying competencies and behaviors, we look at how banks can best adapt their approach to developing their leaders.

Faster Growing Firms Have Stronger Leaders

Our leadership assessment data suggests a direct correlation between stronger innovative and inclusive banking leadership and higher performing organizations.

Organizations with better leaders grow faster

Firms with above average Innovation Leaders saw a

Firms with above average Inclusion Leaders saw a

+12%

+6%

Source: RRA Analysis; S&P Capital IQ (data 2018-2021); n=243

...higher average increase in market capitalization per annum versus their peers

 

With exceptional talent already working at exceptional organizations, how can your firm differentiate its approach to sourcing and promoting talent?

  • Are you fully leveraging available data assets to better identify leaders with these competencies?
  • Are you targeting the specific leadership competencies that are needed to succeed in the context of its operating environment?
  • Are you minimizing bias in the selection and evaluation of these competencies?

Target Competencies That Tackle Todays Needs

Success factors are not static over time. What makes for an effective leader in the years after a financial crisis is not necessarily what makes for a successful leader during a period of digital disruption, or changing societal and customer expectations.

Our assessment data shows that the demand for leaders with the characteristics and competencies associated with stronger innovation and inclusion leadership is growing as firms look to tackle these emerging challenges.

Banks are increasingly targeting experiential, creative and empathetic characteristics. Conversely, we are seeing a lower indexing on more compliant and cautious behaviors.

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Continually refresh target competencies as new strategic priorities emerge. By using metrics that are sensitive to the changing nature of the business around them, leaders will improve an organization’s ability to adapt to new ways of thinking and minimize the longer-term risk of the organization becoming obsolete.

Focus on How Key Roles are Evolving

Three roles have seen a particular elevation in their importance and impact in banking, both due to COVID-19 and longer-term structural shifts in the industry. We have seen a corresponding shift in the competencies that are being prioritized for these roles.

 

Chief Financial Officers (CFOs)

Companies are looking to strategically reshape their businesses, creating demand for new types of financial officers. The role is increasingly cross-functional, driving transformation and playing a proactive role in influencing change in the company. Many CFOs are now also at the forefront of digitization.

More in-demand competencies

leadership-disrupted-a-new-lens-on-leadership-competencies-chart2

Chief Information Officers (CIOs)

Beyond managing technology projects, CIOs now need to create value and advise on technology-led business models. Interpersonal skills are more important, both in terms of understanding the customer for client-centric technology, and internal influencing on projects that often span across.

leadership-disrupted-a-new-lens-on-leadership-competencies-chart3

Chief Human Resources Officers (CHROs)

CHROs had elevated roles during COVID-19, visibly helping CEOs manage the present and lead their companies into the future. They need to be the stewards of change across multiple stakeholder groups, staying abreast of the drivers of transformation, while remaining sensitive to the needs of an increasingly virtual employee base.

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RRA analysis of executive assessments, pre-2019 vs. 2020-21; n = 111

Understand the elevated needs and impact of mission-critical roles within your organization, and make sure that you are targeting the necessary competencies to deliver against these in hiring, development and succession planning.

Reduce Bias to Reach Your Full Potential

Data can help identify blockages and bottlenecks that prevent a talent pipeline from running optimally.

One challenge occurs when assessment processes over-index on certain competencies, creating a barrier to progress or glass ceiling for groups that exhibit those traits less frequently. One example in the selection of CEOs is the bias towards confidence, which is typically a male-oriented trait – and so we see fewer women CEOs.

 

7.5%

16%

20%

of bank CEOs are women1

of bank C-suite are women1

of men in senior positions acknowledge a glass ceiling in banking2

1 Source: Boardex (2020) and Russell Reynolds Associates analysis
2 Source: Women in Banking (2012) Institute of Leadership & Management

 

Our cross-industry benchmarks show that women who are elevated to the CEO role tend to be stronger across a range of other competencies than their male counterparts.

leadership-disrupted-a-new-lens-on-leadership-competencies-chart5

As such, some businesses may be failing to reach their full potential because of systemic selection bias. Breaking out of this cycle can be challenging, as employers tend to gravitate towards people who think and act like them, and so it can often be self-reinforcing.

Talent leaders should set up regular and objective evaluations of selection and promotion processes to identify and eliminate inherent biases in the way that talent is measured, with the aim of maximizing the potential of leadership teams.

Appendix: Methodology

Changing how we measure potential

The methodology was developed by our in-house psychologists in partnership with Hogan Assessments. It is based on studies of “best-in-class” senior leaders, mapped to a 95% confidence interval, and synthetically validated against a dataset of 5.5 million executives.

     
 

Innovation Leadership

Inclusive leadership

 
  • Innovative
  • Disruptive
  • Bold in leadership
  • Socially adept
  • Determined

Intra-personal

  • Identifying motivations, privilege & acumen
  • Reading situations/challenges
  • Reflecting with empathy
  • Holding self accountable

Inter-personal

  • Leveraging differences to win
  • Fostering open dialogue
  • Developing with feedback
  • Holding others accountable
 
     

These are derived from weighted aggregates of twenty eight psychometrics, normalized against our global senior executive assessment dataset:

  • Adjustment
  • Aesthetics
  • Affiliation
  • Altruistic
  • Ambition
  • Bold
  • Commerce
  • Compliance
  • Diligent
  • Dutiful
  • Excitable
  • Grounded
  • Hedonism
  • Inquisitive
  • Interpersonal Sensitivity
  • Learning Approach
  • Leisurely
  • Power
  • Prudence
  • Recognition
  • Reserved
  • Restrained
  • Risk-tolerant
  • Science
  • Security
  • Skeptical
  • Sociability

Please feel free to contact us to discuss any of these topics further:

Mary Caroline Tillman
Financial Services
E: marycaroline.tillman@russellreynolds.com
T: +1 212 351 2085
New York

Jane Bird
Financial Services
E: jane.bird@russellreynolds.com
T: +44 20 7198 1807
London

Sophie Saeed
Financial Services
E: sophie.saeed@russellreynolds.com
T: +44 20 7198 1863
London

Chris Davis
FinTech & Innovation
E: chris.davis@russellreynolds.com
T: +1 212 351 2590
New York

Sean Dineen
Leadership & Succession
E: sean.dineen@russellreynolds.com
T: +1 617 722 6253
Boston

Tina Shah-Paikeday
Diversity, Equity & Inclusion
E: tina.shah@russellreynolds.com
T: +1 415 352 3362
San Francisco

James Diggines
Financial Services
E: james.diggines@russellreynolds.com
T: +65 6496 0606
Singapore

Robert Voth
Financial Services
E: robert.voth@russellreynolds.com
T: +1 312 993 0748
Chicago

Mark Temple
Financial Services Knowledge
E: mark.temple@russellreynolds.com
T: +44 20 7198 1811
London

Claire-Louise McSherry
Global Technology & Operations for Financial Services
E: claire-louise.mcsherry@russellreynolds.com
T: +44 20 7343 3663
London

Bennett Hanig
Leadership & Succession
E: bennett.hanig@russellreynolds.com
T: +1 212 351 2089
New York

David Lange
Leadership & Succession
E: david.lange@russellreynolds.com
T: +1 212 351 2284
New York

 

 

 

 

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Leadership/#Disrupted: A new lens on leadership competencies