Andrew Manterfield has worked across the Asia Pacific as a coach for 12 years, working 1:1 or with groups. He helps leaders be the best they can be today. He has worked with Google, Facebook, Philip Morris, Disney Mars, and Diegeo/Kirin. Before this, he worked with Diegeo. He has experience working in HR across several global regions and also has experience in sales and customer-facing roles. As a sales director in the UK, he led a sales team of 600 people.

The skills required to be a CEO in the humanised work environment are similar but are now more highly tuned. Some people can adapt, and others are trying to catch up. Connecting with people is critical. Ask questions, listen and engage with individuals. Face to Face or in remote meetings. People need to be clear on their purpose. Companies need solid Values and a Vision.

Some CEOs are struggling because the role is more ambiguous. There is more uncertainty. Courageous comes from the French word cœur, which is the heart.

It's essential to be innovative and trust yourself as a leader.

Listening skills are a recurring theme in CEO and Leadership training.

Listening for what? Listen to understand, build engagement and not just knowledge.

Trust is not just about talking about good behaviour but also about delivering against it. Do what you say you are going to do. If you encourage people to be open and come to see you with opinions, then get ready and be available.

Psychological safety in the Google coaching community is very important. If you share with good intent and skillfully, then you have the right to feel safe. As a CEO thinking this through and providing the right environment for safety can be a challenge.

Can I say anything I want to say anytime?

 A CEO's biggest challenge can be to make an effective team. Once selected, getting the team to take a whole business approach and pull together with the same Vision and Values is the next challenge. If leaders are only siloed and talking about their own area, then that is the root of the problem. Alternatively, "your doing better than my team in these areas. Can you come and advise me?"

If you are working in a team of 10 and one person is not being successful, then you are not being successful.

Managing up for a CEO is also critical. Once again, it's important o be clear on purpose and then develop a good relationship with the stakeholders. What sort of relationship do you need to create, and who do you need to speak to? Some stakeholders do not want to get involved, and others want to get involved in more detail.