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KORN FERRY FERRY KORN TALENT + LEADERSHIP BRIEFINGS ISSUE 18 SAVING THE OCEANS DETROIT CITY p E E COMEBACK LEADERS L H E protecting A LOST EDEN R E E R E H L E E p pEEL HERE VOLUME 5 5 VOLUME 2014 www.KornFerryBriefings.com COMPANIES, PEOPLE & EARTH $14.95 US / CAN THE COMEBACK KORN FERRY FERRY KORN TALENT + LEADERSHIP BRIEFINGS ISSUE 18 SAVING THE OCEANS DETROIT CITY COMEBACK LEADERS PROTECTING A LOST EDEN VOLUME VOLUME 5 2014 www.KornFerryBriefings.com COMPANIES, PEOPLE & EARTH $14.95 US / CAN / US THE COMEBACK KORN FERRY BRIEFINGS ON TALENT + LEADERSHIP Gary Burnison Chief Executive Officer Michael Distefano Chief Marketing Officer Joel Kurtzman Editor-In-Chief Creative Directors Robert Ross Roland K Madrid Marketing Manager Stacy Levyn Project Manager Tiffany Sledzianowski Circulation Director Jaye Cullen Web Comm. Specialist Edward McLaurin Contributing Editors Chris Bergonzi David Berreby Lawrence M. Fisher Victoria Griffith Dana Landis Stephanie Mitchell Christopher R. O’Dea P.J. O’Rourke Glenn Rifkin Stephen J. Trachtenberg Adrian Wooldridge Board of Advisors Sergio Averbach Stephen Bruyant-Langer Cheryl Buxton Dennis Carey Bob Damon Joe Griesedieck Robert Hallagan Katie Lahey Byrne Mulrooney Indranil Roy Jane Stevenson Companies, People & Earth on the Rise. 26 22 52 60 66 • In Review • From the CEO 38 • Parting Thoughts • The Latest Thinking he Briefings Interview How to Save The Oceans Comeback City Four Men at War Saving the Amazon Roaring Back Comeback On Two Wheels •T Pollution has put our seas on Detroit on the verge Akamai and Photographer Salgado focuses his lens. life support. What can we do? of a new era. Legends high-tech rising. 1 7 3 2 5 8 6 9 4 11 17 13 21 12 51 31 15 71 18 61 19 16 41 14 10 57 37 27 72 32 33 53 35 23 52 55 25 67 22 28 38 58 47 62 63 39 65 65 36 59 29 26 56 43 24 45 42 34 66 69 48 70 54 49 46 30 20 50 64 60 44 18 40 1 FROM THE CEO dived head-first into the end victory was never in question GARY BURNISON “As a leader, zone for a touchdown. For Luck, for Hagenbeck. a Heisman Trophy winner (and As the general told me it’s not previously featured on the cover the story, I was impressed about you, of Briefings), this wasn’t a case of by his quiet confidence and “luck” at all. Here was the “good compassion for the soldiers but it starts Failure or Success— fortune” that results when under his command. His eyes preparation meets opportunity. dampened as he told of 28 with you.” It’s a Grand Illusion The same applies to us, if we soldiers wounded in the first 30 learn from failure and embrace minutes of fighting — and of an setback as a temporary moment Army Ranger who was captured etback or comeback. Failure or success. in which preparation and determination must collide and killed. Hagenbeck’s concern for his soldiers Luck or destiny. to create opportunity. No matter how many times we was boundless. In return, his troops were inspired The difference between them can be a “throw interceptions,” we almost always get another followers, not just soldiers taking orders.Just a few Svery fine line. Look no further than this chance to play quarterback. The question then weeks ago after that NFL playoff game, Colts Head year’s Winter Olympics, where the difference between becomes, do you trust your own passing or hand the Coach Chuck Pagano (a comeback story himself, after the gold medal “thrill of victory” and the “agony of ball off to the running backs? missing nearly all of last season as he battled cancer) defeat” is measured in hundredths of seconds. There are two endpoints in life, but the shortest described the Luck-led victory as “one for the ages.” I have discovered that narrow bridge between path between them will not be a straight line. Simi- The quarterback, sounding an awful lot like a general failure and success to be learning and, then of course, larly, leadership is not linear. You must have a Plan C on a battlefield, summed it up differently: This was courage. Similarly, what turns setback into comeback for Plan B for Plan A, but none of those plans should his job, what he and the team had been trained to do. is determination coupled with perseverance. include surrender. I recall former West Point Superin- As one teammate told Sports Illustrated, “You see his In sports or in leadership, one of the most impor- tendent and Army Gen. Buster Hagenbeck telling me, eyes get focused and he says, ‘We are going to go on a tant lessons I have learned is that: “I’ve been in a lot of fights — never on the night be- drive [for a touchdown], right now.’ ” In other words, It doesn’t matter what you do at fore a battle did I sit up with my Luck is a leader — making the moment of failure; it’s what you sergeants and captains and say, others believe and enabling that do afterward that counts most. Gary Burnison ‘Gee, I hope we win tomorrow.’ is CEO of belief to become reality. That’s what came to mind when I recently Losing is just not an option.” Korn Ferry and There is something about watched the NFL playoff game between the India- As a leader, it’s not about author of the a comeback, about hardship, napolis Colts and the Kansas City Chiefs. The Colts you, but it starts with you. new book LEAD. about overcoming the odds, LEADthebook.com had gone into the second half down 28 points, and However, leaders don’t stage about victory for the “little guy,” the Indianapolis quarterback, Andrew Luck, was a comeback just for themselves. that is more sustaining and drawing boos from the hometown crowd, having They are propelled by purpose, by others. Nelson holistically motivating than stories of riches, fame, thrown two interceptions. At that exact moment of Mandela came back from 27 years in prison to lead his celebrity and success. Why? Possibly because most of the game, the statistical probability of a Colts vic- nation, because he believed in a unified South Africa. us can relate to an “underdog.” Or because arriving tory was a mere 3.6 percent, according to ESPN. But Abraham Lincoln endured numerous setbacks in at the destination or achieving the goal is not as the improbable is exactly what happened, as Luck business and politics to become the greatest president sustainable or impressionable as the memories and subsequently turned setback into the second-largest in U.S. history because he had the strength and moral learnings of the trials and tribulations of the journey. comeback in NFL playoff history, winning 45-44. conviction to keep the nation from splintering apart. For these reasons, one must derive humbleness What was equally remarkable, however, was And on the mountainous border between Af- from success and allow failure to impart wisdom. Luck’s demeanor throughout the game, even after a ghanistan and Pakistan in late February 2002, This should remind us that leading is less about failed play: no slumped shoulders or panicked expres- Gen. Hagenbeck — now retired — led a mission strategy and decision making and much more about sions. Instead, you could see the confidence in his known as Operation Anaconda, an intense battle empowering, believing and connecting emotionally eyes. When a Colts running back fumbled at the goal against more than 1,000 foreign al-Qaeda. No with others. If you are looking for others to believe in line after a long drive with little over 10 minutes left matter that U.S. and allied troops were outnum - you, you will be waiting a long time for results — rather, in the game, Luck instinctively grabbed the ball and bered and the conditions were extremely harsh; believe in others, and you will be amazed by the results. How While it’s true that Korn Ferry has grown of the diversified and something to be done build, attract and When great brands endure from a twinkle in the contemporary firm lightly. Over the past ignite talent, driving Korn Ferry the test of time, visionary eyes of we had become. We year we have carefully dramatic change in something has evolved they do so through our founders into a needed a refreshed crafted a new brand the organizations periodic transforma- billion-dollar global identity that honored that is confident, we serve. We hope ignites... our brand: tion to reflect new organization. our storied past while classically modern you enjoy the realities, broadened Over time, our taking us boldly forward. and rich in meaning. Brand-Formation visions. Over four brand became an Tinkering with an Our brand conveys of Korn Ferry. and a half decades, inadequate reflection icon, however, is not our ability to design, —MIKE DISTEFANO 182 BRIEFINGS TALENT+LEADERSHIP 3 TALENT + LEADERSHIPTALENT T H E L A T E S T AN OASIS OF CALM AN ICONIC BRIDGE. A HIDDEN PARADISE. A LONG BREATH OUT. THE WHISPER OF FOUNTAINS. THE SCENT OF HIBISCUS. THE COMPLETE ESCAPE. HOTEL BEL-AIR. 8 The Briefings Interview MARIA CORTE MARIA Gail Kelly CEO WESTPAC GROUP Illustration: Women on Boards 6 Conversational Intelligence 16 Investing In Next-Generation Talent 18 LOS ANGELES | +1 310 472 1211 l DORCHESTERCOLLECTION.COM TALENT+LEADERSHIP 5 HBA_AD_8.125x10.875.indd 1 14/12/2012 16:20 By Karen Kane in” with three CEO’s who knew her well.
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  • ADAPTIVE GOVERNANCE: BOARD OVERSIGHT of DISRUPTIVE RISKS the NACD Blue Ribbon Commission Report Series

    ADAPTIVE GOVERNANCE: BOARD OVERSIGHT of DISRUPTIVE RISKS the NACD Blue Ribbon Commission Report Series

    THE REPORT OF THE NACD BLUE RIBBON COMMISSION ON ADAPTIVE GOVERNANCE: BOARD OVERSIGHT OF DISRUPTIVE RISKS The NACD Blue Ribbon Commission Report Series Executive Compensation: Guidelines for Corporate Risk Governance: Balancing Risk and Reward Directors Adm. William Fallon and Reatha Clark King, Cochairs Jean Head Sisco, Chair The Audit Committee Performance Evaluation of Chief Executive, Boards, and Dennis R. Beresford and Michele Hooper, Cochairs Directors Boris Yavitz, Chair Performance Metrics: Understanding the Board’s Role John Dillon and William J. White, Cochairs Director Compensation: Purposes, Principles, and Best Practices The Effective Lead Director Robert B. Stobaugh, Chair Barbara Hackman Franklin and Irvine Hockaday, Cochairs Director Professionalism The Diverse Board: Moving From Interest to Action Ira M. Millstein, Chair Curtis Crawford, the Honorable Cari M. Dominguez, William McCracken, and Kathi Seifert, Cochairs CEO Succession Jeffrey Sonnenfeld, Chair Talent Development: A Boardroom Imperative Gregory Lau and Mary Pat McCarthy, Cochairs Audit Committees: A Practical Guide A. A. Sommer Jr., Chair Strategy Development Raymond Gilmartin and Maggie Wilderotter, Cochairs The Role of the Board in Corporate Strategy Warren L. Batts and Robert B. Stobaugh, Cochairs The Board and Long-Term Value Creation Karen Horn and Bill McCracken, Cochairs Board Evaluation: Improving Director Effectiveness Robert E. Hallagan and B. Kenneth West, Cochairs Building the Strategic-Asset Board Bonnie Hill and Richard H. Koppes, Cochairs Risk Oversight: Board Lessons for Turbulent Times Norman R. Augustine and Ira M. Millstein, Cochairs Culture as a Corporate Asset Nicholas Donofrio and Helene Gayle, Cochairs Executive Compensation and the Role of the Compensation Committee Adaptive Governance: Board Oversight of Disruptive Risks Barbara Hackman Franklin and William W.