FINANCE MONTHLY CEO AWARDS 2014
NORTH AMERICA
I try to make sure the Board has lots of information and quality Board packages. I try to make it clear when I am strongly recommending a course of action in contrast to those cases where I am undecided and really want to make a decision collectively with the Board.
On difficult issues, I try to discuss the issue with each Board member before a meeting to reduce the possibility of surprises.
Q
What do you look for in your successor?
Being CEO in our company is a tough job. It is very rewarding but it is demanding. Accordingly, I think a key attribute for a successor is lots of energy and enthusiasm. They need a thick skin too because with more than 20,000 shareholders, there are always some critics. In this company they need a variety of unique skillsets on top of the standard skills: pubic company knowledge, patent licensing knowledge and some technical/market knowledge.
Q Q l
What advice do you give to rising CEOs?
Stay positive but realistic. Keep trying things and pushing. Make sure you believe completely in your vision or plan. If you do not believe in your vision or plan, keep revising it until you do believe in it.
Do you admire another CEO or a leader (current or
historical)? Why? I have really only had 2 bosses in my life
and I admired them both. My supervisor and the head of our group when I worked for a law firm was a lawyer named Fraser Mann. Fraser was a very brilliant lawyer and had an uncompromising desire to produce the highest quality work.
Another great manager of mine was George Cwynar. George was smart, well organized, had a very balanced temperament and empowered me to expand my own abilities.
Q
How do you manage organizational politics, and
conflicting personalities, interests and views?
Although it is not possible to avoid it completely, I really try to stamp out politics. All communications in our company are to be courteous and respectful. One of our rules is that we all have an equal voice on decisions unless we cannot reach agreement, in which case the senior person will make the decision.
Q
How do you balance and manage various stakeholders’
interests?
It comes back to balancing the short-, medium- and long-term interests of the company. In the end there is one guiding principle – do what is in the best interests of the company. If a CEO follows that principle, that is the best he or she can do. It is important to understand that not all stakeholders will support all decisions and one needs to accept
the inevitable criticism and
maintain the strength of conviction that the right decision was made.
Q
Q Q Q Q
Website:
www.wilan.com FINANCEMONTHLY
How do you describe your leadership style?
I am an action-orientated passionate leader. I try to be fair and compassionate. I try to shed more light than heat. I try to keep in mind that I can be mercurial and fight against that tendency. I try to set the vision and then work with others to refine and improve it.
How do you compete in a global business
environment?
We have a unique business and because patents are a monopoly, we do not face direct competition in our licensing.
How do you compete in a recession?
Recession affects us but not as much as most businesses. The key is to stay well capitalized to weather or even take advantage of downturns.
How do you see the future of your industry?
We are facing some headwinds because of some uncertainty concerning the patent system but overall for the strong players like WiLAN the future is good
What advice would you give to policy makers to help the economy and your business?
Corporations can set up anywhere so it
is crucial to have competitive tax rates. Many people are reluctant to relocate to Ontario so it is important to ease immigration rules and offer attractive personal tax rates.
Q
Can you please share any life or personal lessons that other CEOs might relate to?
Things are usually not as good or as bad as it seems at a particular time. So if things are going well, remember it won’t last forever. If things are going poorly, as long as you perform in the long run, the company’s fortunes will improve.
Q
Can you share with us a CEO humour?
The CEO of a company was walking with 2 of his executives. Upon tripping on a bottle, a genie appeared and asked the 3 if they would like to each make a wish.
The first executive excitedly exclaimed, “I wish I was on a beach in a tropical island!” Immediately her wish was granted.
The next executive proclaimed, “I wish I was on a tour of France!” Immediately her wish too was granted.
Being that it was now his turn to make a wish, the CEO exclaimed “I want the 2 of them back in their offices right after lunch!”
59
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86