Banks continue the soul searching in search of boring credibility

September 12, 2012

In a speech to The Scottish CBI, Lloyd’s banking chief António Horta-Osório took another step to redefining banking culture. In his new model, boring, is a virtue alongside trustworthiness and transparency

Speaking to the Scottish CBI, [September 2012] Mr Horta-Osório argued that:

The banking industry has done itself no favours. Issue by issue and scandal by scandal, the faith and trust in our industry has been eroded. The industry must change. We must recast the banking model … retail and commercial banks should be simple and they should be boring.

His own bank is moving away from bonus schemes which have been seen as encouraging mis-selling, and focused too much on sales targets. In future, pay will be “increasingly linked to the long-term performance of the bank … and capable of being clawed back where decisions turn out to have damaged the bank’s performance or adversely affected customers”.

Such a customer-orientation is becoming more widely-accepted. Yet more than rhetoric is needed. Bob Diamond was calling for better citizenship before he was forced to resign from Barclays.

Actions not rhetoric

Mr Horta-Osório outlines practical steps he is introducing to move towards such a culture so that past mis-selling such as Personal Protection Insurance schemes [PPIs] will be “proactively” addressed [not waiting for legal claims to arrive]. However, he stops short at the other current candidate for change, the splitting of banks into lower and higher risk corporate identities.

Background

We reported earlier on other unusual aspects of Horta-Osório’s recent career. The Telegraph [in December 2011] also commented on his return to work from a stress-related illness.

The Telegraph article pointed out that he had recently purchased a holding in Lloyds equivalent to 600,000 ordinary shares, for $226,962 (£146,606). Is this to be taken as a signal of support for his Bank, or a self-interested gesture?

This is not intended to challenge Mr Osario’s competence or his integrity. He has waived his most recent bonus arguing it was unacceptable in the current financial circumstances But it does illustrate the difficulties arising when we seek to explain the behaviours of our leaders in black and white terms, and their nature as heroes or villains.


Antonio Horta-Osorio: Charisma and the fate of the heroic leader

January 8, 2012

by Paul Hinks

Antonio Horta-Osorio returns to his position as a CEO of Lloyds Bank on 9th Jan 2012 after his break suffering from serious fatigue and insomnia. It seems that even charismatic leaders suffer human weaknesses

When Lloyds Banking Group appointed Antonio Horta-Osorio as CEO in March 2011, they looked beyond their immediate internal pool of talent. What leadership traits were apparent in Mr Horta-Osorio, and not immediately obvious in an internal candidate?

A serial achiever

Mr Horta-Osorio’s impressive CV suggests he is a serial achiever; an individual whose energy is infectious, and clearly somebody who is very passionate in his quest for success. In short, a charismatic leader. Such individuals can be portrayed as all-conquering, with boundless energy when persuing their passions, often supported by a highly impressive list of achievements. They often appear unstoppable in their quest for success.

The Special One of the Banking Industry

Described as ‘The Special One’ or ‘The Mourinho’ of the banking industry, Antonio Horta-Osorio’s is seen as energetic, enthusiastic and completely at the top of his game. So when Mr Hotra-Osorio took extended leave in November 2011 citing extreme fatigue, there was understandable interest and analysis from the media:

The move by Lloyds to appoint Mr Horta-Osorio as its CEO in March 2011 had initially been warmly received by various stakeholders, and yet just eight months later – with Lloyds missing Q3 2011 targets – Mr Horta-Osorio was sidelined on medical advice.

Antonio Horta-Osorio versus Insomnia

Previous to his medical leave, it was widely reported that Mr Horta-Osorio had not slept for five days. He’s not alone though. Other famous leaders including Margret Thatcher & Napoleon are reported to have survived on little sleep [but did they ‘thrive or dive’ on it? Ed.]

In an article published in The Independent Mr Horta-Osorio alluded to treatment that he’s undertaken. It also provided an insight into the seriousness of his condition:

Mr Horta-Osorio said it was his wife who urged him to seek help: “I sought medical advice and went to see a specialist. He told me that in effect my battery was so run down that it was virtually on zero. I went to the Priory for a week just to rest. Then I went home and was immediately sleeping eight hours a day. By then I felt extremely well and was telling the chairman I wanted to come back to work. I spent the next five weeks in London and Portugal and took a few restful trips.

The treatment involved medicine to help me sleep and I am still on mild doses of that, which I expect to come off in the next few weeks.”

Mr Horta-Osorio’s treatment was paid for under the bank’s private medical insurance. He was astonished to learn how common insomnia is. “The official figures are that 30 per cent of the population suffers from sleep deprivation at some time but my specialist told me it was more like 50 per cent,” he said.

Unanswered questions

It’s interesting to consider why Mr Horta-Osorio would suddenly find himself suffering from insomnia. Was the job just too big? Did he feel isolated or threatened in the board room? Did external (media) pressure contribute to increased pressure in the job? Could there have been more support internally?

Expectation levels were understandable high, perhaps Mr Horta-Osorio felt an unnecessary urge to prove himself to his new colleagues, perhaps establish a power-base before he could build trust?

It was only a false start

As 2012 unfolds, spare a thought for Mr Horta-Osorio as he re-evaluates his own priorities and leadership style. Perhaps Mr Horta-Osorio’s false start at Lloyds is another blow to the theory of ‘super-hero’ leaders . As The Telegraph reported “Working until you drop” is no way to run a company. More recently, The Telegraph ran an article where Mr Horta-Osorio acknowledges he needs to change his Leadership style and delegate more. Perhaps power and control will need to make way for more trust-based and distributed leadership?

About the author

Paul writes: “I work for a subsidiary of Hewlett Packard where my career to date has been focused in the Enterprise Computing space. I have experience of working with businesses that operate globally, and I find cultural diversity another interesting dimension of leadership.

I really look forward to exchanging views and opinions with readers of LWD. I first became aware of the website when studying the Global Events and Leadership module at Manchester Business School in Jan 2011. I’m increasingly curious about leaders and the dilemmas they face. I have interests in Business, Politics, Sport and Technology. Having started as a passive reader of LWD, I decided it was time to make a contribution”.


Is there a ‘Leadership vacuum’ at Lloyds TSB?

November 14, 2011

António Horta-Osório

Reports are suggesting that Lloyds Bank faces a leadership vacuum since CEO Antonio Horta-Osorio look medical leave two weeks ago

The Leadership Dilemma

The leadership dilemma has been reported as one of dealing with shareholder discontent. According to the Sunday Telegraph [13th Nov 2011]:

Major institutional shareholders are concerned at the lack of information from the bank since Mr Horta-Osorio left on medical advice two weeks ago …a number of investors said that they had not been personally contacted by Glen Moreno, the senior independent director, or by Sir Win Bischoff, the chairman, about the issue.

The sentiment among investors is that even if Mr Horta-Osorio returns to full health, it would be difficult for him to return because of the signal his absence – the result of “extreme fatigue” – has given to investors.

“It is clear the job was too big for him,” said one top 15 shareholder.

Another investor questioned why the bank was not speeding up its internal contingency plan.

Behind the headlines

The Telegraph article suggests that the company has failed to have addressed the reactions of its shareholders to the departure of Mr Horta-Osorio. Looking behind the headlines, I wondered whether the story was encouraged by parties dissatisfied with the performance of the board, and would welcome news that would discredit them before rhe appointment of an internal figure as interim CEO (Mr Moreno has been considered as a favourite candidate).

Another possibility is that powerful institutional shareholders see opportunity to exercise more influence over the Board’s decisions

What didn’t happen

What appears not to have happened is for a rapid line of communications to have opened up with the most influential stakeholders. While ‘wait and hope’ may have been a consideration, it is often a dangerous kind of strategy under conditions of corporate turbulence.

To go more deeply

The textbook Dilemmas of Leadership examines the importance of trust based leadership[chapter 6] and the challenges presented by corporate turbulence [chapter 11].