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5 A best in class CPO demonstrates a mental tenacity in the face of complex and persistent problems, but also remains calm and professional under pressure. Figure 3 CPO emotional competencies compared with COO and CEO. Usage score 7 6 5 CEO 4 COO CPO 3 2 1 Ambiguity Composure Empathy Energy Humility Confidence Emotional competencies In emotional competencies (i.e., how a person handles difficult interpersonal situations), the best in class CPO displays a profile of moderately high intensity on all six competencies: dealing with ambiguity, composure, empathy, energy, humility, and confidence (see Figure 3). This reveals a well-balanced executive who accepts and enjoys the changing demands of the business environment. A best in class CPO demonstrates a mental tenacity in the face of complex and persistent problems, but also remains calm and professional under pressure. He or she is generally an effective and reassuring role model during crises, while also being able to adapt or modify an approach when necessary. The best in class CPO is highly capable of understanding the motives, aspirations, and likes/dislikes of others. Combined with a CPO’s social and participative leadership style, this emotional competency bolsters the ability to “read” a room quickly and intuitively, and connect with others and make them feel heard. In addition, by perceiving the skills, strengths, and perspectives of others, highly effective CPOs are able to facilitate mutually beneficial outcomes. They also share credit with others when the moment demands it. In contrast with the levelness of emotional competencies of the CPO, COOs and CEOs score higher on empathy, energy, and confidence, and lower in humility. This lower humility/higher confidence combination suggests greater comfort in taking large, visible risks, and the ability to withstand the pressure.
CPOS IN THE C-SUITE 6 Career development for CPOs. Recent research into CPOs reveals a position with significant mobility; among CAPS Research survey respondents, 64% had been in their job less than four years. In addition, 51% had been at their current employer less than six years. Reflecting the newness of this position, 41% of CAPS Research survey respondents were the first person in their company to hold that specific title. When there is a predecessor in the role, in 28% of cases the individual left the firm (quite possibly recruited away), and 17% of the time the predecessor retired. Two interesting statistics are that nearly 9% of predecessors were “reassigned” and nearly 4% were “promoted,” both of which suggest internal careerpath possibilities for current CPOs. The question, then, is where did these executives go What roles can current CPOs evolve to meet CPOs who have their sights on becoming CEOs one day need to be deliberate about their career development. A CPO’s potential and readiness to make such a move will require focus on closing specific gaps in order to match the CEO profile. As previously noted, these gaps include: © Leadership style. Increase use of social and participative styles of leading. CEOs spend a great deal of time cultivating relationships (social) with diverse parties, including investors, analysts, and customers; exposure to this greater diversity of people instills confidence. Best in class CEOs are also skilled at getting other people’s input and listening (participative) to find solutions to problems. © Thinking style. Increase action orientation. CEOs have a deliberate action focus and are not bothered by making a move before they have all the information. © Emotional competencies. Increase empathy, energy, and confidence. Build upon existing strengths in understanding others and reading the room (empathy) and handling complex issues, as well as the complexity of multiple issues (energy), while expanding one’s comfort level with taking risks (confidence).
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