British Business Not Tough Enough at the Top: Lack of Toughness at the Top in UK business Revealed in New Research.

Business Editors

LONDON--(BUSINESS WIRE)--April 10, 2003

Sustaining competitive advantage in these difficult times, means that senior executives and managers must have all the right skills and attitudes. But new research published today reveals that a lack of personal toughness and a failure to generate respect from staff is prevalent among UK senior executives and managers, and is seriously damaging British business prospects. The research by Orange Business Solutions concludes that too many British managers are not tough enough, they shy away from tough decisions and are too nice to succeed.

The research, conducted among senior HR professionals and high-level recruitment consultants, concluded that:

-- too many UK senior executives and managers lack personal

toughness.

(A full 81% of the sample confirmed this.) This trend is having a damaging effect on the UK's economic prospects. (93% of the sample hold this view.)

-- too many senior executives and managers are unable to generate

respect among staff. (79% of the sample concur.) This trend is

also having a damaging effect on the UK's economic prospects.

(95% of the sample hold this view.)

The findings of the research build the case for business people to toughen up. Two thirds of those surveyed (66%) agree that they often meet individuals who want to be senior executives but who are not personally tough enough to achieve at the highest level.

UK business executives also lack toughness in one other crucial respect. Some 93% of the respondents agree that it is common for senior managers to tell their bosses 'only what they think they want to hear'. Virtually all those interviewed (97%) agree that this is commercially damaging to the UK.

In the research, being "too nice" emerged as a 'real obstacle to being a successful manager'- holding individuals back from reaching the top. Some 69% of those interviewed agree.

Importantly, business leaders also fail the tough decision-making test. Some 85% of the sample agree that it is common among senior executives to 'hesitate over taking big decisions when they are required'. 85% of the sample also agrees that it is common in Britain for companies to 'hang on to weak executives for too long'.

Commenting on the findings of the research, Professor Cary Cooper (Professor of Organisational Psychology and Health, Manchester School of Management) says: "Taking calculated risks, listening to feedback whilst accepting that most senior managers usually have to make tough choices alone, handling difficult and sensitive personnel issues, saying no and risking being unpopular, and thinking beyond one's own personal security to achieve business objectives, represent some of the toughest decisions senior management have to make these days."

The research also suggests that senior managers in the regions (outside London) may need to toughen up even more. Some 84% of the respondents conclude that it is damaging if too many business people in the regions do not have the will to succeed at the highest level.

John Allwood, Executive VP from Orange UK commented: "Toughness in British business first emerged as a theme in a behavioural study into the habits of business people that Orange Business Solutions was carrying out as part of its planning for a new advertising campaign. Fascinated by the initial discoveries, we decided to explore the theme further and find out more. We did this through surveying HR professionals, the very people recruiting and coaching Britain's senior executives.

"What the research shows is that businesses need bosses who are tough in the right way - doing what has to be done when it has to be done however difficult the challenges may be. I hope that this research gives food for thought for businesses both large and small."

Andrew Wilson, CEO, Institute of Directors commented: "There is a direct correlation between strong leadership, good decision-making, strategic vision and the success of an organisation. In this respect, it is rather worrying that the Orange survey has identified that there is a perceived lack of these competencies - labelled 'toughness' - in British business today. I do not believe that these views are confined only to UK business people, but the research clearly highlights the need for companies to commit to the ongoing training and improvement of their senior level executives to ensure that they are able to perform and compete on the world business stage."

Professor Cooper adds, "Senior managers need to strike a balance between toughness, respect and loyalty to their employees. Toughness has long been undervalued in the UK business environment but a harsh economic climate demands managers with strong management skills. Demonstrating toughness in decision-making and other aspects of business has a positive impact on the organisation and on British business in general."

The research set out to explore toughness as a positive attribute in the personality and performance of senior business executives and managers in the UK. Gathering feedback from 200 senior HR practitioners and senior recruitment executives, the survey focused on toughness as a leadership skill. It also referenced the ability to generate respect among colleagues.

Notes to Editors

To receive a copy of the research summary, please contact [e-mail]

At the end of December 2002, Orange UK had over 13.3 million active customers, more than any other UK network, making it the UK's number one.

The fifth annual J.D. Power and Associates UK Mobile Customer Satisfaction Study published in May 2002 showed that Orange ranks as the number one telephone service for customer satisfaction in the contract sector in the UK. In September 2002 Orange UK won the Mobile Choice consumer award for Best Network; Mobile Choice said 'Orange received glowing accolades for every aspect of its service - coverage, reliability, customer service and tariffs.'

Orange UK provides high quality coverage to 99% of the UK population, and offers roaming to pay monthly customers on 287 networks in 127 countries and to pay as you go customers on 24 networks in 19 countries.

Orange, wirefree and any other Orange product or service referred to in this release are trademarks of Orange.

Information about Orange can be found on the Orange website at www.orange.co.uk and media information can be found at www.orange.com

For further press information, please call Vanessa Clarke on 020 7344 1349 / 020 7730 989 698 or call Chris Clarke at the Orange media centre on 07989 437 197.