Vince Chan

I'm a fan of tennis, so I'm thinking of if you've got two star players, like co-ceos, who's your part? At some point, something happened. At the same time, it's kind of like a marriage. And you know, any loving couples, they may at some point go to a consultant or something. Who's the empire?

I'm a fan of tennis, so I'm thinking of if you've got two star players, like co-ceos, who's your part? At some point, something happened. At the same time, it's kind of like a marriage. And you know, any loving couples, they may at some point go to a consultant or something. Who's the empire?

I like to think of it as a tennis match when two leaders of equal caliber face off, akin to players matched in skill. But I'll be the first to admit real-life leadership dynamics are far more complex and full of ambiguities than a straightforward tennis match. Perhaps based on my own time in the thick of these leadership dynamics, let me share a few insights.

I like to think of it as a tennis match when two leaders of equal caliber face off, akin to players matched in skill. But I'll be the first to admit real-life leadership dynamics are far more complex and full of ambiguities than a straightforward tennis match. Perhaps based on my own time in the thick of these leadership dynamics, let me share a few insights.

First off, think of tennis as the ultimate showdown where players fight for their glory, fame, rankings, and of course, the prize money. It's the essence of competition, a zero-sum game where one's win is another's loss. But when we talk about shared leadership, the dynamics shift. It's not about winning or losing against each other. It's about playing a positive sum game.

First off, think of tennis as the ultimate showdown where players fight for their glory, fame, rankings, and of course, the prize money. It's the essence of competition, a zero-sum game where one's win is another's loss. But when we talk about shared leadership, the dynamics shift. It's not about winning or losing against each other. It's about playing a positive sum game.

Here, the strategy is coopetition, blending collaboration with competition. not just claim a larger slice of the pie, but to make the pie bigger for everyone involved, both for the individuals and the business. Now, let's talk umpires. In tennis, the umpire's decision is immediate and final, helped by technology with clear rules and transparent procedures.

Here, the strategy is coopetition, blending collaboration with competition. not just claim a larger slice of the pie, but to make the pie bigger for everyone involved, both for the individuals and the business. Now, let's talk umpires. In tennis, the umpire's decision is immediate and final, helped by technology with clear rules and transparent procedures.

Everything happens live with instant feedback on questionable actions. And then the game moves on. Business, however, doesn't have the luxury of an on-the-spot empire. Even with governance structures, shareholding frameworks and policies in place, those in oversight capacities, such as directors and investors, cannot always see, witness and judge events as they unfold.

Everything happens live with instant feedback on questionable actions. And then the game moves on. Business, however, doesn't have the luxury of an on-the-spot empire. Even with governance structures, shareholding frameworks and policies in place, those in oversight capacities, such as directors and investors, cannot always see, witness and judge events as they unfold.

This delay introduces different risks, such as gaps in time, reality, expectations and information. making the business landscape much more complex than any sports arena. Let's talk about the whole people dynamics and structure thing. A concept foreign to the tennis court where the only crowd management needed is ensuring the audience stays quiet.

This delay introduces different risks, such as gaps in time, reality, expectations and information. making the business landscape much more complex than any sports arena. Let's talk about the whole people dynamics and structure thing. A concept foreign to the tennis court where the only crowd management needed is ensuring the audience stays quiet.

However, in a world of business, voices and noises are ever-present. Mary's got this cool idea about making everyone a mini CEO, which sounds super empowering, but then that's the possibility of everyone doing their own thing, creating little islands or silos within the company.

However, in a world of business, voices and noises are ever-present. Mary's got this cool idea about making everyone a mini CEO, which sounds super empowering, but then that's the possibility of everyone doing their own thing, creating little islands or silos within the company.

the adoption of remote work these people dynamics and political undercurrents present challenges that are harder to identify and address because of lack of physical presence and direct observation as a business skills these dynamics multiply here's a thought what if

the adoption of remote work these people dynamics and political undercurrents present challenges that are harder to identify and address because of lack of physical presence and direct observation as a business skills these dynamics multiply here's a thought what if

We bring in some specific roles to help balance things out, like executive coaches as independent advisors for co-CEOs to keep them grounded, or a chief of staff to connect the dots between different parts of the company. and executive chairman acting as a more engaged umpire, ready to make proactive decisions and address issues more frequently.

We bring in some specific roles to help balance things out, like executive coaches as independent advisors for co-CEOs to keep them grounded, or a chief of staff to connect the dots between different parts of the company. and executive chairman acting as a more engaged umpire, ready to make proactive decisions and address issues more frequently.

Each role has its ups and downs, but when strategically positioned and holistically aligned, they could create a kind of self-reinforcing harmony in a power structure so that the co-CEOs can navigate the complexity of people dynamics more effectively. Just like Mary mentioned, she likes putting together her own playbook to fit her career and the business.

Each role has its ups and downs, but when strategically positioned and holistically aligned, they could create a kind of self-reinforcing harmony in a power structure so that the co-CEOs can navigate the complexity of people dynamics more effectively. Just like Mary mentioned, she likes putting together her own playbook to fit her career and the business.