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The Church of England pension board questioned "whether this level [of pay] is morally right" and went on to ask how much one individual executive needed to be incentivised to make him work.
The idea for this work came from an executive at General Assembly who, having spent a lot of time around CDOs, felt that this breed of C-suite executive needed to be better understood and, critically, had a lot to teach the rest of us about transformative leadership.
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The executive needs to be agile and quick when dealing with the world.
Second, you said that the executive needs to be challenged more.
Any future chief executive needs to be groomed and to have a handover period when the baton of responsibility is passed from one to the other.
The chief executive needs to be satisfied that you are going to fit in and not rock the boat too much.
A key issue for Channel 4's new chairman is how much change the buffeted broadcaster can handle, whether the chief executive needs to be an outstanding creative leader, and how much the advertising model needs to be shaken up.
You may be fantastic operationally – and this is a good skill to have – but to bring in someone at a senior level, the chief executive needs to be satisfied that you can think and behave strategically.
A startup executive needs to be a good jack-of-all-trades, not afraid to jump into the details, rolling up their own sleeves and making it happen.
I agree with contemporary thinking that says the chief executive needs to be more in the marketplace than in the boardroom — walking with customers, seeing people who are not customers and trying to sense what's going on.
In my experience, your security executive needs to be senior level, and they need access to any and all meetings where your firm's data is accessed or spread.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com