Markus has climbed his way up the corporate ladder in the financial services sector.

He had
some international placements but most of his time was at the regional headquarters level in
European cities. His last role at a mid-sized bank was Chief Financial Officer. He started to apply
for roles in the not-for-profit sector.
The board of a growing not-for-profit had reviewed the organization’s history and the current
situation, which included the sudden departure of their CEO. The chairman summarized the day
by affirming the need to professionalize their organizations systems and processes their highest
priority being in financial management the nest CEO must have expertise in this area. Although
the head of HR suggested a competency model specific to their organization in the CEO
selection process but the board considered the matter too urgent and they were impressed by
Markus’s CV.
The first few weeks Markus rolled up this sleeves and focused on the numbers by his level of
business acumen and knowledge of financial management. However, he had come from an
environment where the clients paid and in this organization the clients did not funds were
received from individuals, foundations and governments all of whom had different payment
processes and reporting requirements. Markus was used to one key bottom line-profit but in
this sector there seemed to be a multitude of bottom lines. Markus was organized and could
make decision but lacked empathy and ability to take in the broader view. Giving cash bonuses
for performance was no longer an option. His lack of experience in the sector showed and
rather than listen the board began looking for another CEO, this time with the advice for HR.
In the field of financial services, Markus moved up the corporate ladder. He held foreign
positions, but much of his time spent in European cities at the regional headquarters level. The
Chief Financial Officer played his last role in the mid-size bank. He started applying for jobs in
the non-profit industry.
The management board of a rising, non-profit company had looked at the past and the
condition of their company, including their CEO's sudden departure. The Chief Executive Officer
summed up this day, saying that the nest CEO should have experience in this field, making his
organizations' systems and processes their top priority in financial management. Though the
head of HR introduced an organization-specific competence model in the selection process for
the CEOs, the Board found that the matter was too pressing and was impressed with his CV.
Markus designed this sleeve for the first few weeks and focussed on the numbers according to
his technical abilities and financial management expertise. Problem came where consumers
paid and consumers did not accept funds from companies, foundations and governments with
specific payment systems and reporting standards within this organization. In Markus one of
the main profit areas was used, but a great many simple lines seemed to be present in this field.
Markus was structured and was able to determine, but lacked empathy and wider perspective.
It was no longer an option to have cash incentives for results. His lack of sector experience
showed that the Board started finding another CEO instead of listening for HR's advice this
time.