Need for speed is key for CEOs, say bosses

David Bondi says one of the difficulties of being a modern CEO is coping with the mass of communications in an increasingly connected world.

The 47-year-old runs the Asia Pacific operations of Informa Exhibitions from Shanghai.

"What has changed dramatically is the huge acceleration in the social network connections. You are accessible by anyone in your team whatever their level at any time," he says.

"You are always being asked something or having an issue brought to your attention and you have to respond in a short time to show them you are paying attention. I think this is particularly the case in China where there is a big use of social media, particularly WeChat (the instant messaging service)."

Bondi, who is also China president of Informa, the events and international publishing group, says it is a vital to take time out to think.

"I either do this at some point in the week or at weekends. I try and connect with Chinese culture. I visit galleries and try and go deeper into the city.

"I also make friends with people outside my business and I also avoid my French community since there is an insularity that comes with that."

Stefan Sack, CEO of Comau, an automotive systems company that is part of the Fiat car company, says many would be surprised outside of China that one of the biggest risks of being a CEO in the country is being caught up in a media furor.

Consumers are often glued to shows like 3.15, the annual consumer rights show on China Central Television. Its name is derived from being broadcast on March 15, World Consumer Rights Day, and has often targeted the automotive industry.

"Everything with your communications has to be a lot faster in China because you could have a situation where you have a media storm after being featured on 3.15 or some other similar program," he says.

"If you have a slow reaction to something like that it can be difficult to mitigate later."

Sack, who has been a CEO for eight of 10 years in China, says one big change of being a boss over this time has been the increasing globalization of business.

"This has been the case in China as elsewhere. It is a very difficult challenge also. People talk about globalization but if you look at the boards of even the big corporations they are often very national so it can be difficult to respond to."

Bondi believes the new generation of Chinese CEOs, who now often have MBAs from overseas institutions, do have an increasing ability to respond to global challenges.

"The new generation are super-fast moving, super-connected and are different from the older 50-plus generation of managers who belong to the more traditional hierarchical culture," he says.

"They have often traveled extensively around the world, they are very well-connected and can show they are not just looking at the world through Chinese eyes," he says.

Sacks, 47 and who is also vice-president and chairman of the Shanghai chapter of the European Union Chamber of Commerce in China, says having communication skills is becoming an increasingly part of the armory of a modern CEO.

"I am involved in building robotics and it is increasingly important that people know that we are here. We have hired a public relations firm and you have to do a lot of communications training, working on your body language and how you come across."

He also says the modern CEO has to be well-briefed and up to date on what is happening in his or her industry and with competitors.

"I find traveling gives you a good opportunity to do reading. I use a lot of electronic tools. I download things to my iPad Mini which I can flip through on a flight."