Kathrine Wu: Hi Mark, we’ll continue our discussion on findings from research recently conducted by Executive Directions. Now I understand that Senior Executives you talk to revealed interesting information about their grievance and also about the risks they took to get to where they are today.
Mark Powell: Yes Kathrine, if you recall, we talked to people that were quite, Senior Vice President, Managing Directors, C-level Executives. So they’ve reached the level of success already and we were interested to find out the risks I took and how they made moves in their careers to get to this position. One risk it would seem to have a big payoff for this people was moving countries or moving regions.
Kathrine Wu: Were there other risks that they took that were successful?
Mark Powell: Yes, Kathrine. There were two other risks that had payoff as well and that was moving industries and secondly moving across functions. Keeping in mind these people, we interviewed people from financial and professional services so moving industries might have been moving from investment banking and the finance management. We’re moving from consulting into retail banking.
Kathrine Wu: This reminds me of the time gap that we talked about last time that there was difference between what a manager wants versus what the actual executive want from the career. Is there anything that you can talk, comment on about this?
Mark Powell: Yes, Kathrine, this further reads or writes this issue for talent gap, the gap between executive talent wanting change and wanting self actualization and wanting you in different jobs and hiring managers wanting to sign and try and test the executive going to the role.
This telecast is clearly structural. What was also interesting is we ask these people how they made their successful moves and particularly moves that involve moving industry to moving regions were often made through personal networks. They won’t make through pay time until it’s almost responding to jobs. Now my two personal networks or through buses or coastal buses.
Kathrine Wu: Okay. Were there then risks that were actually less productive?
Mark Powell: It was one reason it didn’t have a payoff and that was moving careers for personal reason. Maybe self obvious but if you change your career for personal reason you got a personal benefit, not necessarily that you crave anything.
Kathrine Wu: Okay, I see. So then career moves should really be congruent with career path?
Mark Powell: A lot of these people didn't necessarily have a pre term career path but they assist each career move against their success factors for their career and if you recall the success factor for Senior Executives who has self actualization. It was making important contributions above and beyond the company they work for. It was getting biggest scale opportunities so each career move was assessed as to where they protect people in this direction.
Kathrine Wu: Was there was anything else that you found that were significant in research?
Mark Powell: It was unquantifiable facts that we discovered. For example, on average these people had six and half career moves so far in North Korea. They’d had five company moves and the longest day at anyone company on average was eight years.
Kathrine Wu: Five company moves sounds quite a lot based on your take on the findings, what do you make of this the data?
Marl Powell: Well, I would suggest that if you’re in the same job in the same company, ten years down the track. It’s very difficult for you to move into senior management. What was also interesting is that the more Korean moves, the company moves so Korean moves were taking place within a company rather than having to move company rather than having to move companies
Kathrine Wu: Okay. Alright, thank you very much, Mark.
Mark Powell: Thanks, Kathrine.
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