This Q&A profile of Tasso Evangelinos first appeared in the May 2017 edition of Leadership. Our thanks to its editor, Simon Lewis.
What are the challenges and stresses you face as a CEO?
Because the Cape Town Central City Improvement District (CCID) is an organisation constantly in the public eye, there is obviously persistent pressure to ensure we are meeting our mandate and the buck must stop with the CEO. However, as the CEO, you always need to create a balance between the demands this mandate places on your staff (and finding the best way to support them) and the expectations of the public on the level of service we deliver. Frustrations can arise and it is important to know how to manage this on all sides.
What makes an ideal CEO?
There are a number of key focus areas:
1. Be forward thinking; constantly preparing, planning ahead, with a positive and proactive attitude.
2. Be bold – be prepared to take calculated risks and be action-oriented. To be bold also means you have to remain constantly optimistic and passionate, and always on the look-out for new opportunities.
3. Be prepared to build the team as well as individuals – show emotion and empathy while still remaining in control of a situation. Involve others in thought-expanding and decision-making situations and opportunities, and be willing to trust the judgement of others.
4. Be humble – there is no room for arrogance when you sit in the CEO’s chair. Share your successes with your team.
5. Never stop learning – it is extremely important to keep up with ideas and trends in your field. Network, attend seminars and conferences, constantly seek out new ideas and always remain curious.
6. Have tenacity and drive – this is essential to overcome challenges and frustrations that can arise. Persevere with a vision and do not take “No” for an answer. Be prepared to make things happen and go beyond expectations to constantly improve whatever it is your company does or delivers. Also drive collaborative partnerships – sometimes this alone requires enormous tenacity! – and develop a mindset that leaves you open to work with others. This is crucial.
What insights can you share about the dynamics of an outsider to a company or an industry becoming CEO of an organisation?
If you want to be successful and respected, and your “track record” with the organisation does not yet exist, it is essential that you do not “come in” with a know-it-all attitude. Start at the grassroots of an organisation and meet everyone. And while you are doing this, ask questions and listen. Be humble and show empathy. This will be how you gain trust and it will enable you to identify any underlying issues or concerns from the get go – any anger or disappointments that may exist among staff. Reach out to them and bring them closer. In particular, connect as quickly as you can with your immediate support team, on as informal and personal level as is appropriate, as well as your top tiers of management. In terms of your board, interact with them in one-on-one meetings as soon as possible so that you can identify, understand and clarify their individual expectations.
What advice do you have for young CEOs in terms of coping with the immense pressure and expectations that will be placed on them?
Breathe!! And remember to focus. It is important to understand what the key issues may be and separate these from the “noise”. Select the team that you surround yourself with very carefully. They need to be reliable and share your vision for the organisation. Then trust yourself to delegate to them. And remember that time management is the foundation upon which you build everything to manage your role.
Find out more about Tasso Evangelinos and the scope of his office.