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    Keeping you updated with FRESH content

  • White Paper Plus4

    Keeping you updated with FRESH content







White Paper Plus for Fresh Thought Leadership is an informative website addressing corporations and businesses so that they can keep up-to-date with what’s current in the world of business and thought leadership. We aim to highlight news, articles and white papers in the Legal, IT, Marketing and Finance sectors.

Providing fresh content is a must to understanding what’s new in the corporate field and we aim to make sure we provide the best insight to help other businesses learn and develop their own individual goals and aspirations. Whether someone is educating the market…
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Dr. Chris Stout
is a licensed clinical psychologist, Founding Director of the Centre for Global Initiatives, VP of Research and Data Analytics at ATI Holdings, LLC, and on faculty at the College of Medicine at the University of Illinois at Chicago. 

He served as NGO Special Representative to the United Nations and was one of the World Economic Forum’s Global Leaders of Tomorrow and Invited Faculty in Davos. He was invited by the Club de Madrid and Safe-Democracy to serve on the Madrid-11 Countering Terrorism Task Force. 

He has been interviewed on CNBC, CNN, NBC, PBS, NPR, Oprah, Time, Chicago Tribune, Wall Street Journal, New York Times and USA Today.

He has published over 35 books, including two Amazon Best Sellers; his works have been translated into 8 languages. He has received five humanitarian awards and four additional doctorates (honoris causa) for his work in global health and humanitarian intervention. He also blogs in these areas as a LinkedIn Influencer. He is listed in in TED Conferences Founder Richard Saul Wurman’s “Who’s Really Who, 1000: The Most Creative Individuals in America.” http://DrChrisStout.com 

What do you like to ask other leaders when you get the chance?

First of all, advice is tricky business. I often advise that advice from one does not work for all. In fact, I just posted a LinkedIn Influencer blog on this. Nevertheless, I do find value in such instances; otherwise I’d not have a podcast interviewing those to deconstruct how it is what they do. But the point is that you have to consider and weigh what you hear from what you can learn and practice. My approach is to learn as much about them in advance, and once I have the opportunity to connect and establish a relationship, to then get to pick their brain. 
In some instances it may be about strategy— how in the world did they figure out ____? How did you get ______ to join your team? Etcetera. In other instances, it may be time management, or family management, or goals management. The point is - be specific and targeted. See what you can offer in return. Consider that you learn. Try it on or take it for a test drive. Tweak and iterate as necessary. Keep and incorporate or drop and move on.
Dr. Chris Stout 


What does being a leader mean to you within Business Processes?

Leadership at its heart is simply about creating a shared vision for a desired end and empowering people to take ownership for delivering the vision. It is not about labels (authoritative, decisive), but about values (inclusive, authentic). Ultimately, it is about delivering “with” people rather than “through” people. – Dere Ogbe, Senior Consultant at Shell
What is one mistake you witness leaders making more frequently than others?

I see many Leaders believing that they need to know the answers when really one of their key roles is to be asking the right questions and really listening to people with openness and curiosity. There are few definitively 'right decisions' and there are few definitively 'wrong decisions'. This is both liberating and scary, but purposeful listening with the intent to learn and to understand helps the Leader to move forwards in broadly the right direction and, crucially, to take others with them.    
Dr Fiona Day, Associate Medical Director at NHS 
Which is most important to your organisation—mission, core values or vision and why?
Core values are the most important to me. Core values are deeply rooted in everything we do and how we operate towards achieving missions, goals, and, ultimately, a vision. They set the tone of the organisation internally and externally, they are the DNA of your organisation. Missions change over time, however core values should not, unless we want to lose our way along the line. – Adrian Kamalo Deen, Director at Credit Suisse
Where do the great finance ideas come from in your organisation?

The great finance ideas are coming from people challenging the status quo and the people thinking outside the box. – Tobias Wagner, Finance Director at Fujitsu Global
What is the most difficult thing about being a leader?

Giving a consistent approach to a team and an individually tailored one to team members. You can’t be the same person to everyone, humans by nature are individuals and, to get the most out of your team, you need to understand them. Once you become a leader, you need to change your mindset to realise delivering things yourself end-to-end is no longer your job, but to steer talented people to deliver brilliance. – David Turner, Marketing Controller at Sky 
Where do the great ideas come from in your organisation?

The greatest ideas come from talking to those that are recently new and that are constantly overlooked. Those people have the opportunity to not follow the herd and, if they are aware and capable enough, they can see the blind side internally and externally depending on their level of view. Great ideas come from companies knowing that the executive and mid-levels of management are instrumental to success and transformation in my opinion.
Archie Price, Senior Director of Marketing at OMD Worldwide
What motivates you to be a leader?

Leadership provides me with an opportunity to give back to my team and the leaders who have inspired me. My main role as a team leader is to assist in defining our goals and then providing the support and coaching to achieve them. I evaluate my leadership performance based on my team’s morale, energy, enthusiasm and their individual successes. Of course, achieving the team’s objectives are important but, if the foundation is there, the achievement of goals becomes a by-product of the overall team’s success. 
Elisabeth Lambert, Vice President at Rabobank
What makes you different from other leaders?

I have delivered outstanding presentations, communication and cross-cultural team management skills. I strive to be a result-oriented leader with an entrepreneurial attitude. A client-focused individual who has a unique ability to forge strong relationships at all levels of seniority within clients and teams. Proven track record of business innovation, industry leadership and targeted results. Experienced Public Speaker. Accomplished and respected Industry specialist demonstrated by panel and moderating roles.  
Jane Karczewski, Managing Director at Citi 
Tell us about an interesting advertising strategy.

Our ad tech platform WeatherFX enables advertisers to tap into insights and predictive modelling in an actionable way to unlock the power of weather and take advantage across web and mobile. This is how we utilise weather data intelligence.  
Ross Webster, Head of EMEA Partnerships at IBM
How do you use your knowledge to show leadership?

I have inter-cultural adaptability combined with strong finance knowledge. The support I have given to companies includes understanding their business with insightful analysis. I believe that I commit to the highest ethical standards to accomplish great things.  
Marcos Dussoni, Global CFO at Sodexo 
How would you go about praising a team member in public?

In general, I don’t praise an individual in public. The primary reason is that one of my responsibilities as a people leader is to understand how best to reward/recognize each employee. Few crave public (by which I mean company-wide) acclaim. I’ve found most of my team members prefer recognition amongst their peers and key business stakeholders they support and being customer-focused they prefer the latter to my praise! (With the exception of monetary bonuses of course.) If at all possible, I try to have the business stakeholder (internal customer) deliver the recognition.

That said, in the cases where I have provided ‘public’ recognition, I make efforts to talk to the specific accomplishment/outcome/behavior being recognized and try to talk to how it aligns to the direction the leadership team is driving towards. I typically prefer to call out specific feedback from a stakeholder of the employee instead of my observations so as to not show undue favor. Last and very importantly – if I’m providing broad recognition the reward needs to be truly meaningful. Last but not least, try to deliver the recognition as close to the accomplishment as possible – while it is still relevant.  
Russell Ollie, Executive Director at General Motors 
What does being a leader mean to you in the financial industry?

Being a leader in the financial industry is about empowering customers with outstanding solutions that help them achieve their financial and life goals. To deliver this, a leader must be at the forefront of technological and business trends, and literally help to shape the future by innovating, inspiring and executing flawlessly. – Vijay B, Vice President at J.P. Morgan 
What advice would you give someone going into a leadership position for the first time?
The advice I’d give to someone going into leadership for the first time is, spend time getting to know your people and be committed to their development. Your direct reports and their success is a direct reflection of your leadership. Good leaders inspire and mentor. No one succeeds alone. 
Yamilee Taitt, Vice President at Bank of America Merrill Lynch 
What is one characteristic that you believe every leader should possess?
I believe all leaders need to possess more than one same characteristic. Nevertheless, if I had to choose one - that characteristic would be courage.
Jim Shannon, Senior Director at PwC 
What does being a leader in the HR industry mean to you?

I really believe in the potential of people and that people have the ability to innovate and transform for the better the lives of other people. So it may seem proponent or megalomania, but being a leader in large HR companies, building products and solutions to support the development of so many people in different industries and different countries, my answer to your question is:

I truly believe people are the key to find answers for a better and more sustainable world. Being a leader at HR or HCM industry allows me to impact many people's careers and lives, and therefore companies, business and mankind. – Mauro Soares, General Manager at Paychex
How do you set an example to those on your team?

My philosophy is that active management must be beneficial; more importantly I set an example to the team by being a good advisor who is able to properly diagnose the risk tolerance and investment objectives of an investor in my line of work. A good advisor should have a plan for the investor that will match the investor’s risk tolerance and objectives and I believe there must be a science behind this asset allocation plan, with an understanding of the historical returns of each sub-sector and how those returns relate to those of the other sectors. 
Kevin Wythe, Vice President at Morgan Stanley
How do people describe your marketing skills?

Ultimately, they describe me as a highly motivated, innovative and commercial marketeer. I’ve been described as having an inquisitive style as a marketing leader with keen business acumen and the vision to successfully manage the details. Often it’s been noticed that leading both projects large and small with finesse means I’ve been inspirational and led by example. Throughout my career, others have pointed out that I have a strong focus on execution, understanding how to motivate teams globally with a clear outcome in mind. One person commented that I know how to drive marketing innovation working hand in glove with sales leadership to achieve outstanding results.
Debbie Brown, Global Vice President at Broadridge
What is leading in Fintech like?

I have shifted my focus to driving innovation in ING London bringing in Fintech and Regtech solutions and fostering culture change to help them thrive. My motto is "The important thing is to not stop questioning. Curiosity has its own reason for existence." Bringing innovation, from horizon 0 to 3 into the heart of ING. Championing pilots addressing issues to improve the mundane or to build Futurebank. Establishing a pilot centre to take advantage of the Finance/Technology nexus of London and promote collaborative validation and creation.  
Siobhan Walker, Managing Director at ING 
What are your key strengths in your role?

Dealing with ambiguity and initiating new approaches, research, analysis, insight and strategy, creative and innovative with regards to problem solving, idea development commercially-focused and result-oriented, detailed and organised focus for planning and project management, new business development, key client management, cross-channel media strategy and large-scale team development.   
Volkan Demir, Digital Media Director at Havas Media Group 
How would you go about developing your team?

It is imperative to share “the vision” whilst establishing a compelling purpose for teams with common goals. A high level of communication and promoting ongoing curiosity helps developing and attracting talent that share the same values, accept ground rules and will execute with alacrity in order to celebrate success in the form of “winning together”.  
Hugo Borges, Managing Director at Standard Chartered Bank
What are your team aspirations?

In my current role I do not have a team. I am an individual contributor. I hope to build a team in the future once the business picks up. In my previous role with Telstra, I had about 5 people part of my team, and before that in my first stint with AT&T I had a two member team.  
Sunil David, Regional Director at AT&T 
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