The Classified Post Shadow a CEO programme gave young professionals an insider view of how great leaders run successful businesses, writes John Cremer
The key concept behind Classified Post’s Shadow a CEO programme is to give students or recent graduates an up-close view of what it takes to run a successful company.
For three days, winning applicants in the popular annual event get to spend time with respected leaders in the local business community, meet their lieutenants, and see how the work of the different departments — from finance and operations to marketing, business development and HR — all fits together.
Along the way, they have the chance to sit in on high-level meetings, attend corporate functions, quiz executives about their roles and responsibilities, and get a good feel for the real-life routines of the work environment.
Depending on each company’s main areas of activity, the students may also have in-depth discussions on subjects ranging from branding and social media channels to the challenges facing start-ups and the ways technology is changing the business world. They hear about strategies and plans, communicating a vision to staff, and the qualities needed to keep an organisation on track and get the best out of others.
The general consensus each year is that this experience, working alongside senior executives, is not just eye-opening and inspiring. It is also a unique opportunity for the participants to pick up valuable insights and ideas about different options before them as they prepare to embark on their own career journeys.
This time around, three leading business names kindly agreed to share their time and experience with the seven selected “shadows”. They were Bonnie Chan Woo, chairperson and chief executive of Icicle Group Holdings, a cross-media branding and marketing company; Terry Chan, chief digital officer of Storellet, which runs a mobile platform for F&B loyalty programmes in Hong Kong; and Peggy Choi, the founder and chief executive of Lynk, a global knowledge-as-a-service (KaaS) platform.
All three were enthusiastic about taking part, seeing it as a chance to share their industry knowledge and personal perspectives, but also a great way to hear the unfiltered views of the younger generation.
In this sense, the executives were open to the idea of “reverse mentoring” and were keen to know how the students saw the world of business, what they would expect as potential employees, and where, as impartial observers, they thought improvements could be made.
For Chan Woo, there were a number of basic objectives. Firstly, she wanted to show the value of communication and teamwork. It was also important to explain what goes into planning a brand strategy which can encompass gifts, packaging, media production and visual merchandising. And she invited the students to join an in-house “town hall” meeting and visits to a vendor, a photo-shoot and a video studio.
“My shadows were very interested in asking about how graduates with little or no relevant experience could break into the sector,” she says. “When they did a mock-up project together, I was pleasantly surprised by the quality of their work, as well as their level of confidence when it came to the presentation. They had plenty of insights to offer about consumer markets, especially the latest trends among young people, so I learned a lot from them too.”
In the time available, Terry Chan similarly wanted to give his assigned shadow a real taste of what life is like in a digital marketing business. Accordingly, he allowed for time in product design and development sessions, as well as partnership and marketing meetings. He explained the data analytics behind business operations and, along the way, highlighted the need for innovation, quality and effective delegation in any fast-growing enterprise.
“I put a lot of thought into what I could teach and, overall, everything worked out very well,” he says. “I also found that being asked in detail about what we do made me think about how we should look after new recruits.”
Choi’s plan was to show her shadows how she runs an international business by involving them in client meetings and letting them interact with staff in different departments. She was also keen to emphasise that, these days, employees have to “make it happen” and must show intellectual curiosity if they want to get ahead.
“I pointed out that the biggest challenge is to create an engaging environment for business to serve people, not the other way around,” she says. “I wanted that concept to be a key takeaway,”
The Shadow a CEO programme originally started back in 2014, as a way of helping jobseekers understand the inner workings of leading companies and the day-to-day role of top executives.
To be considered, interested candidates are first asked to submit a resume and a short 350-word essay outlining why they would like to take part. In whittling down the initial list of applicants, the selection criteria take account of educational background and extra-curricular activities plus any awards or previous internships.
Naturally, the judges also pay close attention to factors like attitude, interests, enthusiasm and career aspirations.
Typically, programme participants mention how impressed they were by the executives they shadowed, highlighting in particular how they were encouraged to speak up, put forward ideas, and satisfy their curiosity.
Insiders and outsiders share perspectives
When top executives agree to be part of Classified Post’s Shadow a CEO programme, they usually sketch out a number of objectives.
Most will centre on how best to give the students spending three days with their company a good overview of operations and real feel for the tasks, challenges and decisions involved in running the day-to-day business.
But besides that, they will want to spur questions and feedback, knowing this can give an alternative “outsider” perspective, showing current practices and policies in a different light and pointing to possible areas for change.
“For instance, my shadows were very interested in asking about how graduates with little or no relevant experience could break into the sector and get hired by companies that don’t normally take on fresh graduates,” says Bonnie Chan Woo, chairperson and chief executive of Icicle Group Holdings. “It got me thinking about how young people have to be determined, know what they want, and be bold in pursuing their goals, even if the circumstances seem unfavourable. But it also led me to reassess the merits of hiring recent graduates who could bring fresh perspectives and insights, particularly about aspects of youth culture, and perhaps see new opportunities for the business.”
Icicle Group specialises in marketing and cross-media branding. It has offices in Hong Kong, Beijing and Bangalore, and uses a collaborative partnership model in working with clients. The team advises on strategies and execution for different products and markets and is known for its result-driven approach.
Importantly, they were also kind enough to put together an enlightening and inspiring agenda for the three shadows: Natiss Suen, who is taking a marketing degree at the City University of Hong Kong; Winnie Law, who is studying applied statistics and managerial economics at the University of California, Davis; and Clare Wang, who is studying marketing at Hong Kong Baptist University.
It kicked off with an introduction to the “brand playbook” and included social media channel research, a CSR (corporate social responsibility) meeting, and an in-house townhall event to discuss current projects.
There was also a vendor visit, calligraphy workshop, a photo-shoot and a visit to a video studio. To wrap things up on the third day, the students were asked to complete a project and then present their findings and conclusions to senior management.
“We wanted them to cover a lot of ground, including smaller meetings and company bonding activities,” Chan Woo says. “And, overall, there were three key takeaways I was keen for them to learn and experience about the role of a CEO. Namely, that one must be passionate about one’s work, keep an open mind, and be willing to lead change.”
She also made a point of ensuring the students had the chance to meet different team heads and could collaborate on a group project typical of the work the company does from week to week.
Firstly, that meant understanding the challenges and the importance of strategic design thinking and technology for any marketing or branding campaign.
It also emphasised the need for best-in-class production standards at all times. And it showed why the combination of creative talent and a clear appreciation of client priorities are fundamental to achieving transformative results and driving the success of the business.
“In general, my shadows were very well prepared for the programme and ready to roll their sleeves up,” Chan Woo says. “When they had to do the mock-up project together, I was pleasantly surprised by the quality of their work, as well as their level of confidence when it came to the presentation. In addition, they had plenty of insights to offer about consumer markets, especially the latest trends among young people, so I also learned a lot from them.”
In conversations over the course of the three days, she was particularly interested to hear her shadows’ views on the younger generation’s use of technology, the popularity of different apps and social media platforms, and how this will affect the way businesses target prospective clients.
She also explained what it takes to run a successful company and why a strong and effective leader must be able to engage easily with people from different age groups and all kinds of backgrounds.
“Looking back, I definitely gained a lot from interacting with these energetic, positive and enthusiastic young people,” Chan Woo says. “In a sense, it was a very refreshing experience and, among other things, it caused me to reflect on [our processes and the practical implications of] the generation gap in today’s workplace.”
She also offered more general praise for the Shadow a CEO programme.
“It is wonderful to be involved with a scheme which matches enthusiastic young talent with forward-looking companies, and to know there are other executives who are willing to give their time and resources to help the next generation.”
Mentoring and reverse mentoring
As someone who runs a company described as a “global knowledge sharing platform”, Peggy Choi was a logical choice as one of the leading businesspeople invited to share their knowledge with students as part of Classified Post’s Shadow a CEO programme.
Choi is the chief executive of Lynk, a company she founded in 2015 with a view to making knowledge more accessible, especially at a time when technologies are disrupting the way many business decisions are made.
She was more than happy to share her thoughts and experience over the course of three days, but also saw the programme as an opportunity to hear the views, questions and future plans of the up-and-coming generation and to see the world of business through their eyes.
“In that sense, it was a great chance to be ‘reverse-mentored’, as well to instruct and inform,” says Choi, who previously worked in the banking and investment sector with several leading firms in both Britain and the United States. “I wanted the participants to have a good look at what we do and get the feel for a really dynamic workplace. But I also knew I could learn from them.”
Her three “shadows” were Frank Ng Chung-kiu, a business management student at City University of Hong Kong (CityU); Sachiko Surjono, who is studying accounting and finance at the Chinese University of Hong Kong; and Tom Tse Kung-sui, who is in the final year of an accounting and finance degree at CityU.
To introduce the typical range of work activities, the firm arranged sessions to explain the basic functions of operations, business development, event management, and talent acquisition.
The students also spent time with three senior executives: the head of network development, the vice-president of operations, and the director of people.
And, along the way, there were chances to meet other key personnel to gain a clear understanding of how everything fits together and get a sense of the drive and enthusiasm that is pushing the company forward.
“I explained that being the CEO of a fast-growing start-up is probably one of the most demanding, but also most rewarding, experiences you can have,” Choi says. “You are learning non-stop, but there is a trade-off because you are also dealing with constant challenges, doubts and uncertainties. Overall, you have to embrace that situation and thrive on it, and doing that is what keeps me excited and has made me resilient.”
It soon became clear, she adds, that her shadows had done an impressive amount of research in preparation for their assignment. That meant they came with well-thought-out questions and were interested to hear what a CEO, in particular, has to focus on and how the role differs from that of other executives.
“I pointed out that the biggest challenge is to create an engaging environment for business to serve people, not the other way around,” Choi says. “I wanted that concept to be a key takeaway, and I emphasised that when you are dealing with complex problems, you have to communicate in easily understandable language and be able to show humility and empathy.”
When it came to the reverse-mentoring part of the process, Choi was particularly interested to know more about the “psychological needs” of the next crop of graduates. She was keen to hear about their general anxieties, how they view the workplace, what they would expect as employees, and what keeps them motivated and excited about building a career.
“Talking about these things, I was reminded of the importance of consciously thinking through the trade-offs that are part of any big decision. And that we should always be grateful for the fact that we are able to make conscious choices,” Choi says. “That was one thing I definitely gained from the programme.”
She adds that the idea for Lynk originally sprang from the realisation that companies everywhere face similar needs for the “right” knowledge every day. As a result, she was inspired to revolutionise access to knowledge for people and businesses in different sectors. And, she founded the firm to make it easier to benefit from insights from executives or experts who are well placed to assist with crucial decisions.
“We help companies and individuals succeed by connecting them with the right advisers, who can share specific insights and knowledge leveraging off our unique technology,” Choi says. “In this way, users can engage world-class advisers for quick consultations, ad hoc research, consulting projects, or long-term engagements seamlessly.”
Before starting Lynk, Choi had been a private equity investor focusing on the technology space and, prior to that, as an investment banker, had worked with some of the biggest names in the field.
Her mission now is to unlock the knowledge and insights of advisers from around the world, while also using data to understand, intelligently map, and organise their expertise. While her vision continues to remain the creation of the Human Intelligence Network in the grander scheme of plans for Lynk.
The company’s clients already include top tier consulting firms, hedge funds, media groups, government agencies, multinationals and start-ups in more than 60 countries.
“It is clear to me that working professionals can harness the power of technology to achieve more,” Choi says.
A well-thought-out crash course in entrepreneurship
It is only natural for students taking part in Classified Post’s Shadow a CEO programme to feel a little anxiety about what to expect on the first day. But it might surprise them to know that some of the senior executives they are about to meet are experiencing a similar sense of mild trepidation.
“I was a bit nervous beforehand because it was the first time I had been involved in this kind of programme,” says Terry Chan, chief digital officer of Storellet, who generously shared his time and expertise as one of the volunteer mentors over the last three months. “But I put a lot of thought into what I could teach and the sort of guidance I should give and, overall, everything worked out very well.”
Chan’s “shadow” was Annie Lui, a third-year undergraduate studying law and business at the University of Hong Kong. They arranged to get together on three separate days in late November and early December, agreeing on dates when different types of company events and activities were taking place.
Essentially, Chan’s main aim was to show how things work on the day-to day-level, what different members of staff do — and why. He therefore included an overview of the group and an introduction to the marketing, product design and business development functions.
Storellet’s core business is operating customer loyalty schemes for leading restaurant chains like KFC and Pizza Hut, which it does via an online platform and mobile apps. It has seen rapid expansion since it was set up four years ago, so Chan also made a point of explaining the “start-up mindset”, what it takes to convince big brands of your credentials, and how technology is changing the business world.
“I wanted Annie to know what we do in terms of data science and analytics, CRM [customer relationship management], and social media management,” he says. “I also told her how we design a specific product, platform and app, and how we solve problems relating to any ‘pain points’ the user might have.”
Day one of the programme coincided with an in-house company “innovation day”. This was a good way to highlight the current scale of the business, which serves around 400 outlets and has close to 1 million users in Hong Kong, as well as the plans for expansion in Taiwan and Canada.
On the subsequent days, besides spending time in the office, Chan invited his shadow to join a large-scale marketing event and to sit in on a business development “pitch” meeting with a high-profile potential customer.
“After the first day, I messaged Annie to ask what she wanted to learn more about, so I could then adjust my initial plan based on her comments,” Chan says. “She gave very positive feedback and, in general, I found she was very smart and willing to learn.”
During their various discussions, Chan put particular emphasis on the need for any restaurant loyalty scheme to offer clear benefits. These are usually in the form of coupons, cash discount vouchers or points. It is also vital to have a marketing automation function to send out a “push” message five or so days after any restaurant visit. This is to thank customers for coming and, crucially, to encourage repeat business within the next month.
“Annie brought up plenty of questions, which people in different departments were happy to answer,” Chan says. “Interestingly, I found that this experience — being asked in detail about what we do — also made me think about how we look after new recruits in the first week or month.”
Following through on that, Chan now intends to come up with a standard operating procedure for on-boarding, setting out clear guidelines and requirements.
“This will help new teammates feel at home and pick things up quickly,” he says.
Taking it a step further, he also hopes to prepare something along the same lines for external use. That would be to ease the process for restaurants and merchants joining the loyalty scheme and to ensure they enjoy the best possible experience from the outset.
In other respects, Chan was surprised — and impressed — by the way his shadow had no trouble thinking like an entrepreneur. Indeed, as he discovered, she even has ideas of her own for a possible start-up after graduation.
With that in mind, the two hope to stay in touch. Chan says he would be happy to offer occasional advice, whether on class presentations or future career plans, and sees exchanges via Instagram as the best way to maintain contact.
Overall, he views the Shadow a CEO initiative as an all-round success.
“For executives, it is great to have the chance to connect with talented young students, and I would certainly like to take part in this programme again,” he says.
