“Serve to Lead” – Chris Borneman’s leadership vision

Zoya Malik:

Chris Borneman:

A great question – and one of my first slides at this year’s AGM was focused entirely on trying to break the stereotypical image of someone with a background like mine in members’ minds.

However, to answer your question. My many roles throughout my career to date have all had a number of common themes; serving others; putting others before self; serving an institution for the benefit of others; taking ownership of problems and their solutions, taking responsibility – not least when things go wrong, and doing things as a team. In addition, I think working within His Majesty’s Diplomatic Corps opened my eyes to the skills of subtle negotiating, influencing and leveraging to achieve long and short-term goals as opposed to the more traditional soldiering skills. To this I would add the benefit of working in the very non-military environment of a British Embassy – I was considered house-trained and ready for the outside world by the end of my time there! And I think if you put that lot together, it will help describe why my previous career has helped shape me for this role.

Zoya Malik:

Chris Borneman:

Ultimately it is the people. MGI Worldwide has the critical mass to be in the top 20, but at the same time we are small enough to be personal – people do business with people they know and trust, within MGI Worldwide we have that. And I think it is also appropriate to mention my Board here – all volunteers, all dedicated, all committed to doing the best for MGI Worldwide, encouraging a great culture and staying true to our values. I wanted to be part of that team

Zoya Malik:

Chris Borneman:

We’re in a great place, with full credit to those who have delivered that. The network has grown and evolved greatly over the last few years, and we are seeing more opportunities for collaboration and engagement every day. It is a trend I wish to continue. That said, having recently merged it is important that we enjoy a period of stability and consistency in order to consolidate. I see that stability continuing for another year which allows me sufficient time to develop the vision, strategy and plan beyond that timeframe – to continue growing, to continue adding value for our members, and to continue being relevant.

Zoya Malik:

Chris Borneman:

There are many factors which will shape those priorities, including ESG. I want to increase diversity, including cognitive diversity, on the Board. The outstanding central management team is fairly diverse, the Board requires more work in this area and our target for improving this is October 2023, when a new Board will be voted in. I would also like to increase personal development in the management team and I now have the resources to do that, on the basis that investing in people benefits both the individual and the organisation. As ever, if you get the right people in the right place at the right time, the hard bit is done.

Zoya Malik:

Chris Borneman:

We are in the middle of an IT project which will deliver a modern and capable system, including a mobile App for Smartphones. The purpose is twofold – to be more efficient and effective so that we can spend less time on administration and more time supporting our member firms, and to meet the expectations of our members in the modern age – enhancing the membership experience.

Zoya Malik:

Chris Borneman:

This is one of the most enjoyable elements of the role that I am privileged to be in – as this is first and foremost a people business.  The first step was to attend all of the regional conferences since I took on this role in May 2022, and to run this year’s AGM.  This has provided a great start, but only a start.  The next step in 2023 is to dig deeper.  I am planning to visit individual firms – using the Regional Directors to help me understand who I should visit.  This will help shape my understanding of how to develop the value proposition for the next steps in MGI Worldwide’s exciting journey.

Chris Borneman speaking at MGI Worldwide AGM, Vancouver

Zoya Malik:

Chris Borneman:

Crikey – a long answer would be easier, but here goes for a short one so that readers who have made it thus far might make it a little bit further!  I think the journey that is leadership development never ends, and so it is with me.  But I think there are some key principles that I have relied upon in the past, and I believe will stand MGI Worldwide in good stead going forwards:

Servant Leadership.  The Royal Military Academy Sandhurst’s motto is “Serve to Lead” and is a deliberate paradox, challenging preconceptions about leadership.  I believe leadership is about the people in the team, encouraging and developing them to be the best they can be, giving direction, responsibility, resources and support – and the necessary freedom and trust to deliver.  There are many dissertations on this subject – but one line always sticks in my mind; “don’t be afraid to have people around you who are cleverer than you are”.  Just as well…..

An adaptive leadership style.  No single leadership style will cover every eventuality, and I believe it is important to adapt to each situation and environment to find the right blend (finding and pulling the right levers) that will deliver the right solution.

The ability to make decisions, to own the responsibility for that decision, and to adapt if necessary should the circumstances change.  To this, I would add the courage to make the right decision at the right time for the right reason and then have the commitment to see it through.

Zoya Malik:

Chris Borneman:

This is a great question and gets at that all important relationship which should never be too comfortable, as it needs a constructive tension to be at its most beneficial, and to be at its most optimal it should be founded on trust and an enduring relationship. My focus is to understand members’ needs and aspirations, and then seek to engage with those elements of industry that can support that. I was struck, on a recent visit to MGI Australasia, how they had got together as a group to form a combined user requirement and gained a better deal from industry as a result of their greater mass as a group. That won’t apply everywhere, but some of that type of thinking might be useful going forwards.